Journal of Critical Reviews

ISSN-2394-5125 Vol 7, Issue 7, 2020

REVISITING TALENT MANAGEMENT PRACTICES IN A PANDEMIC DRIVEN VUCA

ENVIRONMENT – A QUALITATIVE INVESTIGATION IN THE INDIAN IT INDUSTRY
MITIKA NANGIA1, DR. FARHAT MOHSIN2
1Research
Scholar, Manav Rachna International Institute of Research and Studies, Faridabad, India.
mitika.nangia06@gmail.com
2Associate Professor, Manav Rachna International Institute of Research and Studies, Faridabad, India. farhat.fms@mriu.edu.in

Received: 16.02.2020 Revised: 24.03.2020 Accepted: 20.04.2020

Abstract
Organisations across the globe have been operating in a landscape which is volatile, uncertain complex and ambiguous (VUCA). The
notion of “VUCA” was introduced by the United States Army way back in 1980’s to describe the unpredictable environment that resulted
from the end of cold war and it has been staying with us since then. The acronym has been used time and again by organisations and
business leaders to describe the dynamic business landscape that may have resulted from various crisis situations such as Global
Financial Crisis in 2008-2009, Demonetisation, BREXIT. The most recent example of VUCA has been the spread of Coronavirus (COVID
19) pandemic. Organisations and employees at global and domestic levels are experiencing highest levels of uncertainty due to the
COVID-19 pandemic, the impact of which is unprecedented. There are several VUCA factors that have emerged due to the spread of
COVID 19. This has created deep implications for strategic business leaders across the world. The prime goal for any organisation in the
present scenario is survival, well-being and effective management of the human workforce. Therefore, Human Resources, the one that
revolves around managing people and workplace environment plays an important role in this pandemic era. In the process, talent
management is considered to be of prime importance as many organisations are struggling to implement effective talent management
practices to sustain through the current environment. This study presents insights into the Indian Information Technology (IT) Industry
in the context of a pandemic driven landscape. While the outbreak of COVID pandemic in the year 2020 has led to the rest of the
industries crippling, business for tech industry has been steady. Therefore, this generates a need to understand the talent management
practices that have been adopted by the sector which has enabled the organisations in the industry to thrive through such challenging
times. It is a qualitative investigation accomplished with the help of in-depth interviews of senior HR professionals across the IT sector.
The literature in the paper has been enriched with different types of studies. The findings are based on data gathered from above sources
(primary and secondary). The research makes an attempt to identify the talent management practices that have been undertaken in the
IT industry to combat the pandemic driven VUCA factors, incorporated in a framework for future reference.
Keywords: VUCA (Volatile, Uncertain, Complex, Ambiguous), Pandemic, COVID-19, Talent Management Practices, Information
Technology (IT) Industry.

© 2020 by Advance Scientific Research. This is an open-access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/)
DOI: http://dx.doi.org/10.31838/jcr.07.07.170

INTRODUCTION
Background to the Study
The acronym VUCA that stands for Volatilty, Uncertainty,
Complexity and Ambiguity has been used extensively by business
circles to represent the rapidly and constantly changing business
environment. This phenomenon originated in the past during the
era of cold war and has been prevalent since then. Forecasts
suggest that VUCA is going to stay with us in the future as well.
There are different sets of VUCA factors that have been impacting
economies of the world as well as different industries in India.
One such classic example is the outbreak of COVID 19 pandemic.
It is the greatest global health challenge the world has faced.
The global economy has gone for a toss amidst the COVID-19
pandemic. Similarly, Indian economy is witnessing its steepest
downturn since independence. India is operating in a highly
unstable environment due to the pandemic. The nationwide
lockdown has triggered several other VUCA factors impacting the
Indian economy. Confederation of Indian Industry (CII)
conducted a snap poll of 200 CEOs across India of which 52% of
the respondent CEOs have anticipated job losses in their
respective sectors. They have also anticipated a fall in revenues
by approximately 10% and a dip in profits by 5%. Other
challenges that have been triggered by the pandemic are
business continuity, low employee motivation, working remotely,
layoffs etc.
The prime goal for any organisation in the present scenario is
survival, well-being and effective management of the human
workforce. Therefore, Human Resources plays an important role
in this pandemic era. This has forced organisations and industry
segments across geographies to revamp their HR strategies to be
able to sustain through VUCA times. In the process, talent
management is considered to be of prime importance as many
organisations are struggling to implement effective talent
management practices to sustain through the current
environment.
This study presents insights into the Indian Information
Technology (IT) Industry in the context of a pandemic landscape.
While the outbreak of COVID pandemic in the year 2020 has led
to the rest of the industries struggling, business for tech industry
has been steady. A report by India Brand Equity Foundation
(2018) indicates that the Indian IT Industry is one of the fastest
growing industries in India and has played a major role in
increasing India’s visibility in the global market.
The sector contributed around 7.7% to India’s GDP in the
previous year. Therefore, this generates a need to understand
that even though the IT industry is also operating in a pandemic
driven VUCA landscape, what are the talent management
practices that have been adopted by the sector which has
enabled the organisations in the industry to thrive through such
challenging times and how this can be helpful to other industries.

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 REVISITING TALENT MANAGEMENT PRACTICES IN A PANDEMIC DRIVEN VUCA ENVIRONMENT – A QUALITATIVE
INVESTIGATION IN THE INDIAN IT INDUSTRY
REVIEW OF LITERATURE
Impact of pandemic driven VUCA Environment on Global
Economy
Companies and leaders across the globe have been operating in
an environment which is highly unstable. The consequences may
be adverse. Organisations are trying to be proactive in this
constantly changing and unpredictable world. (Gruwez, 2017).
A survey report by KPMG (2020) highlights the impact of COVID
19 on the global economy. There has been a massive supply
demand and market shock, the production has been curtailed
around the world and organisations have been suffering shortage
of inputs and other raw materials. The outbreak of pandemic has
further led to strain on debt capital markets. The global
challenges in the wake of COVID 19 stated in the report are social
behaviours, spending patterns, travel habits, supply chain shock,
country interdependence, shift in service delivery models and
consequential impacts on lifestyles.
When the spread of novel Corona virus began, perception was
that it will remain localised only to China. However, it later
spread throughout the world resulting in a pandemic. This posed
severe challenges such as social distancing and economic shocks.
The severity was also felt in various sectors of the global
economy with travel bans affecting the airlines and tourism
industry, various sports events cancellations impacting the
sports industry, prohibition of mass gatherings and social
distancing impacting events and entertainment sector. (Elliot,
2020; Horowit, 2020).
Impact of pandemic driven VUCA Environment on Indian
Economy
According to a study, India has always existed in a VUCA world.
India is a cosmopolitan country with a lot of complexity and it
becomes important for corporates to learn from the
unpredictable nature around us. (Sabherwal, 2013).
According to a survey report by KPMG (2020), India’s real GDP
growth has dipped to its lowest in the last six years. This has
posed fresh challenges for the Indian Economy. These include
domestic supply chain disruption, demand shock - fall in
consumption of consumers, supply shock – shutdown of
factories, high dependence on China for raw materials and
intermediate goods has also been a challenge. The severity has in
turn been impacting various organisations operating in the
Indian Economy which has further led to organisational level
challenges such as working remotely, employee motivation,
salary cuts, limited remote working solutions and business
continuity. Another survey report by Deloitte (2020) found out
four major vectors that are likely to impact India’s economy.
The first vector stated in the report is supply disruption. This is
majorly due to dependence on China for imports of raw and
intermediate material. The second vector is global and domestic
demand – the consumer spending has been hit badly, impact on
hospitality and aviation sector, low profitability and
manufacturing disruption have impacted many businesses and
investments. The third vector highlighted in the report is stress
on banking and financial sectors which includes increase in
consumer loan default and stress on banks impacting credit
growth. The fourth and the last vector is falling oil prices.
Impact of pandemic driven VUCA Environment on Indian IT
Industry
Although Indian technology sector is one of the fastest growing
industries in India and has played a major role in increasing
India’s visibility in the global market, still this growth is not free
from several challenges and VUCA factors that have been
impacting the industry. Research conducted by Annapoorna and
Bagalkoti (2015) analyzed the growth, features, reason for
growth and challenges faced by IT Industry. VUCA factors faced
Journal of critical reviews
by the IT Industry are extreme export orientation (60% of
software export is to the United States), emerging competition,
inadequate attention to domestic market, high attrition and
shortage of manpower.
Some of the challenges faced by the Indian IT sector in the wake
of COVID 19 are working remotely. The delivery centres for
many companies are struggling to adapt to work from home.
Other challenges include meeting client requirements such as
discounts of 20%-30% on project fees. (Vakil,2020). According to
Infosys CEO, challenges faced by Indian IT Industry due to
Corona virus are inability of Indian IT organisations to deliver on
site, ramping down of projects related to airline, retail,
hospitality, financial services industry, impact on revenue growth
etc.
Talent Management – A Key Aspect of Human Resource
Management
Best HR practice according to Dun and Bradstreet survey is
Talent Management followed by Employee Engagement and
Training & Development. Hanif and Yunfei (2013) cited that
different human resource functions like recruitments, training,
performance management, and succession planning etc. play a
major role in the incorporation of effective talent management
practices. Talent management plays an important role for
motivating and therefore retaining the talent in the organization.
Singh (2012) found out that in the era of globalization, talent
management has become an important factor. The organizations
therefore should understand their core competencies if they
want to overpower their competitors.
PROPOSITIONS
There is extensive literature available in the form of journals,
research papers, organisational reports, government reports,
media reports and articles available on web around VUCA
environment and challenges faced by global as well as Indian
economy in the wake of a pandemic. There have also been
studies and literature describing the impact of pandemic driven
VUCA landscape on Indian IT/ITes industry in specific. However,
there is a lack of research that elucidates the various talent
management practices that have been adopted by the sector to
sustain through a pandemic driven era. After discovering that the
existing works will be insufficient to draw conclusions,
researchers pose the following research questions:
• What are the various talent management practices
undertaken by organizations across Indian IT industry
operating in a pandemic driven VUCA environment?
• How can the identified Talent Management practices help
other industries, which are going through a similar VUCA
environment?
RESEARCH OBJECTIVES
• To explore the talent management practices undertaken by
organizations across the Indian IT Industry to sustain
through a pandemic driven VUCA environment
• To establish a framework based on identified Talent
Management practices.
RESEARCH METHODOLOGY
The study is exploratory in nature and qualitative data has been
collected from various primary and secondary sources. Extensive
literature review was conducted by investigating journals,
research papers, organisational reports, government reports,
media reports and articles available on web which contributed
immensely in providing direction to the work. The newness of
the subject demanded an in-depth qualitative analysis which
helped in identifying talent management practices adopted by
the Indian technology sector to sustain through a pandemic
driven VUCA environment.
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INVESTIGATION IN THE INDIAN IT INDUSTRY
To identify the above on a deeper level, smaller sample sizes
were accumulated through semi-structured interviews over
telephone. The primary data-based study comprised of senior
Human Resource (HR) professionals from organisations across
the IT Industry. 50 HR professionals from the IT industry were
approached based on their experience in the industry and roles
in their respective organisations, participation in IT related
conferences, explicit knowledge on forums, presence on social
media (such as LinkedIn) and such related factors. The list
included Senior Vice President HR, Vice President HR, Associate
Vice President HR, General Manager HR etc. Emails were written
to prospective participants. From those who responded
affirmatively, 10 participants were chosen on the basis of
purposive sampling. The interview sessions with the
respondents gave authors the opportunity to get detailed
responses.
Semi-structured questionnaire had questions pertaining to their
employee strength, current roles and responsibilities of the
participants and talent management practices adopted by their
respective organisations to counter the current pandemic
scenario which were reviewed by experts (academicians and
industry experts) to ensure reliability. The recommendations
made by them were appreciated and incorporated. The study is
restricted to organisations operating in the Indian IT sector
having an employee strength more than 1000. Each interview
lasted approximately 25–30 minutes. To maintain originality and
authenticity, all interviews were recorded.
For the purpose of data analysis, the interviews were transcribed
by the author. All the recorded interviews were then compared
with written transcripts. During the process, several talent
management practices adopted by these organisations emerged.
These were further clustered on the basis of the information
received. Finally, a framework was established defining the
relative priority of the identified talent management practices in
the IT Industry.
DISCUSSION
This section presents key themes that emerged in the study.
Discussion will be accompanied by respondents’ answers in
quotes.
Talent Management practices undertaken by IT
organisations in India to sustain through a pandemic driven
VUCA environment
The following theme relates to exploration of Talent
Management practices undertaken by IT organisations in India to
combat the pandemic driven VUCA environment.
These practices were identified through responses given by
senior HR professionals (Head HR, Senior Vice President HR, Vice
President HR, Associate Vice President HR etc.) of select IT
organisations having employee strength of more than 1000. The
respondents have been denoted with B1, B2, till B10 to maintain
confidentiality of data. The respondents had requested not to
quote their identity and the names of their respective
organizations. A summary of responses from respondents B1 to
B10 has been described below:
Respondent B1
Respondent B1 is a senior HR professional at AVP level with one
of the leading IT companies having employee strength of more
than 10,000. Talent Management strategies being practiced in
the current scenario by the respondent’s organisation are as
follows :
• Providing up skilling platforms to employees – The
organization has recently started with a virtual L&D
platform which can be downloaded as an app and is user
friendly. Eg: . Eg: Managers encourage their respective
Journal of critical reviews
teams to take up various upskilling sessions. Based on the
sessions attended, employees are assigned projects to give
real time exposure
• Cross functional exposure - In order to keep the motivation
levels high in teams with reduced workload, employees are
given cross functional exposure. Eg: L&D employee is given
upskilling sessions on understanding HR compliances so
that this person starts managing compliance related issues
as well
• Employee life cycle has gone virtual – organization has
come up with strategies such as rolling out online testes,
conducting virtual interviews including a creative online
onboarding
Talent Management practices that have been undertaken by
Respondent B1’s organization are up skilling, virtual L&D
program, cross function training and exposure, virtual employee
life cycle from on boarding to exit.
Respondent B2
Respondent B2 is a senior HR professional at Senior VP level
with one of the leading IT companies having an employee
strength of more than 50,000. Talent Management practices
described by the respondent are:
• Our organization is trying to create a centralized
environment (Central ERP) where one can find detailed
profiles of all employees across the organization. This will
be helpful for driving engaging discussions with clients. Eg:
while pitching to clients, sales team will have access to
available resources within the firm which can actually solve
client requirements
• We have devised creative employee engagement strategies
such as interactive virtual team meetings, wherein
employees are told to give a tour of their house/introduce
their family including celebrations such as birthdays,
anniversaries or show your talent (painting, music etc)
• Constant communication from senior leadership of the firm
about managing home office as well as supporting the
family by doing daily chores is helping employees connect
with the new working environment
Talent Management practices identified after interviewing
Respondent B2 are creation of a central ERP for driving engaging
client discussion, creative employee engagement strategies,
constant communication by senior leadership.
Respondent B3
Respondent B3 is a senior HR professional at VP level from one
of the leading IT companies having employee strength of more
than 1000. Responses of the respondent have been summarised
below:
• The whole lifecycle of employees is digital from on boarding
to exit. Although this has been in place for quite some time
in our organisation but have been piggy banking and
making the right use of these digital platforms for engaging
with the workforce in the current scenario. Eg: We have an
application on cloud which can be downloaded on the
mobile and once this application gets downloaded they can
see what is going on in the organisation, there is also a help
desk tool embedded in that (like a chatbot), they can put up
their general queries which gets redirected to the
concerned person at the help desk etc
• From the health and safety stand point which is of
paramount importance in this new normal we have opened
up a COVID helpline for all employees. We have a tie up
with a telemedicine organisation. The access to this app is
free for all our employees and they can take up to seven
consultations a month on diseases that are general in
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INVESTIGATION IN THE INDIAN IT INDUSTRY
nature. You can book an appointment online, this app
comes really handy especially during this time when you
can’t step out, you can book appointment and have a video
call with the doctor, get a free consultation.
• We have been organising webinars and virtual sessions on
fitness. Eg: Virtual zumba, yoga, health talks from experts
etc.
Talent Management practices identified from the above
conversation are go digital- digital employee life cycle, staying
connected through different cloud platforms, ensuring creative
ways of health and safety of employees (tie up with telemedicine
organisation), virtual sessions on yoga, zumba , health talks from
experts.
Respondent B4
Respondent B4 is a senior HR professional at Head HR level with
one of the leading IT companies having employee strength of
more than 30,000. Responses of the respondent have been
summarised below:
• We will not be cutting wages of our employees while some
companies have been doing this, we in fact plan to give
additional benefits to our employees during this time. How
you treat your employees in this crisis situation will make a
difference and they will remember what you did to them at
the time when they needed you the most.
• We have been trying to engage with our employees
virtually. Team meetings happen over zoom, we have also
launched a hobby club – photography is one of the areas ,
there’s another hobby club for reading tied up with Maxter
and we have recently launched a cooking club as well where
you can showcase your culinary skills through videos etc.
• Virtual recognition of employees on how they did
something extraordinary or have delivered out of their core
work even in such challenging situations
• Ensuring sufficient logistics to fulfil employee needs for
efficient working like IT assets
Talent Management practices identified after interviewing
Respondent B4 are providing additional benefits from
Compensation & Benefits perspective, engaging with employees
virtually, ensuring sufficient logistics for efficient working.
Respondent B5
Respondent B5 is the Senior General Manager HR with a leading
global IT solutions provider having employee strength of more
than 1000. Her responses are as follows:
• We have a concept of bench in the IT industry. Bench refers
to those employees who are not working on any project for
the time being but remain on the rolls and receives regular
salaries. We will continue paying salaries to bench
employees as this is a temporary phase and we will need
them for new projects once the lockdown ends.
• We have been utilizing this time and investing in employees
by doing a lot of upskilling and cross skilling.
• For acquiring talent with niche skills we have strengthened
our internal talent acquisition team because hiring
consultants adds on to the cost. We have also introduced an
employee referral programme ; anyone who gives a
reference is paid bonus or incentive so instead of giving
money to a consultant you are paying to your own
employees.
Talent Management practices identified are creative
remuneration policies, up skilling and cross skilling, creative
talent acquisition strategies.
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Respondent B6
Respondent B6 is the Head HR with a leading global IT service
and consulting organisation having an employee strength of
more than 15000. The responses are as follows:
• Business Continuity Plan has been really successful for our
organisation in the current scenario so much so that all
employees are able to work from home. Our IT team has
been able to connect customer network to organisation
network at homes of employees.
• There is complete logistics support for transport of IT
infrastructure to new joiners or employees.
• We have created a virtual onboarding programme for new
joiners.
Talent Management practices identified after speaking to
Respondent B6 are creative virtual on boarding, training sessions
on transition from office set up to remote facility, successful
implementation of business continuity plan.
Respondent B7
Respondent B7 is the Head HR for a leading IT company with an
employee strength more than 10,000. The responses are as
follows:
• Our mantra is “we are far yet connected”
• We have enabled a cloud platform which can be
downloaded on phone. Employees can attend townhalls,
read any updated shared by CEO. Through this one app they
can totally stay connected.
• We have created a formal group of communication on
whatsapp. Leaders have been added on that group , they
keep communicating with their teams on a regular basis
through this.
• We have tie up with vendors who provide bunch SMS
service. In this way, it becomes easier to communicate
important messages through one click and it gets delivered
to all employees across the organisation
• We have also initiated a campaign called let’s do it together
where employees can share stories about how they are
spending time in lockdown, how are they helping in daily
chores etc.
Talent Management practices identified after speaking to
Respondent B7 are creative ways of constant communication
with employees, providing them a sense of security, creative
employee engagement strategies such as participation in
campaigns, fun activities.
Respondent B8
Respondent B8 is the Group Head HR for a leading IT company
with an employee strength more than 1000. The responses are as
follows:
• One of the focus areas in the current scenario is employee
engagement. We have set protocols for team leaders on how
they should connect with their teams eg virtual tea parties,
team building games etc.
• Mental health and well-being of employees’ is of utmost
importance. Keeping this in mind we are working around
various strategies
• Providing online sessions on upskilling; work groups for
knowledge sharing have also been formed
Talent Management practices identified after interviewing
Respondent B8 are employee engagement, mental health and
well-being of employees, training and up skilling sessions.
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INVESTIGATION IN THE INDIAN IT INDUSTRY
Respondent B9
Respondent B9 is the Vice President HR with a leading IT
company having an employee strength more than 15000. Her
responses are as follows:
• We have gone completely virtual. We have been trying to
communicate, engage and connect with our employees at an
optimal levels as too much nudging is annoying when you
have deliverables at hand. We are slowly gradually giving
them nuggets to pick on things that are entertainment
related, fitness related, things that are enabling them to
learn.
• Also, we are keeping track of the whereabouts of our
employees at most of the times and if there is any help or
support they require. Other simple things have been doing
the rounds such as managers give them as much schedule
eg: during these times when they have calls, company
allows for adequate time so that employees who are on
their own or who have to cook food etc. can take out that
much time for themselves
• Virtual games for employee engagement are rolled out on a
weekly basis especially on Fridays.
Therefore, employee engagement, development and motivation
along with constant communication are practices identified from
the above conversation.
Figure 1: Framework showing sustainable talent management practices that have been undertaken by organisations operating
across Indian IT sectors that have enabled them to sustain through a pandemic driven VUCA Environment
The above framework has been derived on the basis of responses
given by individual participants that have been discussed at
length in the earlier section on “Discussions”
The framework is divided into two categories:
1) High Priority Talent Management Practices – This
category denotes those talent management practices that
came up as common practices in the responses given by
interviewed professionals. This implies that these practices
were implemented by multiple organizations to sustain
through a pandemic environment.
2) Low Priority Talent Management Practices - This
category denotes those talent management practices that
were only implemented by certain organizations to counter
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Respondent 10
Respondent 10 is the Head of HR for a tech giant with employee
strength more than 2000. The talent management practices
undertaken by the individual’s organization are as follows:
• We have encouraged our employees to work from
home. For existing employees promotions will continue
but no salary increments will be introduced for now.
Also, we will continue hiring for new joiners; no offers
will be deferred.
• The organization also plans to launch a dedicated
business unit focused on Microsoft’s business
application. The organization is utilizing this time to
strengthen it’s internal efficiencies and reduce
dependencies on outsourcing. In this way, we can
prepare ourselves for the future and use it to our
advantage.
Talent Management practices identified are creative
compensation policies, strengthening internal efficiencies and
acquiring talent.
FINDINGS AND ANALYSIS
their individual challenges. This implies that while these
practices can be implemented by specific organizations, it
might not have an industry wide impact to counter current
situations.
The framework suggested above can act as a base model for
other industries that have been struggling to sustain through this
period of global crisis.
CONCLUSION AND DIRECTIONS FOR FUTURE RESEARCH
Indian business economy is operating in a pandemic driven
VUCA landscape. There are several VUCA challenges that have
emerged in this era impacting many organisations and
industries. While the outbreak of COVID pandemic in the year
2020 has led to the rest of the industries crippling, business for
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INVESTIGATION IN THE INDIAN IT INDUSTRY

tech industry has been steady. Organisations across the
technology sector in India have implemented creative talent
management practices that has helped them sustain and provide
a competitive edge in this rapidly changing pandemic
environment. The work has takeaways for academicians,
researchers and most importantly corporate professionals and
strategic business leaders. The Talent Management framework
suggested in this study can serve as a base model for
organisations in other industries that have been facing similar
VUCA conditions and have been struggling to sustain through
this period of global crisis. The industrial and academic
researchers can further deep dive in to the study by applying
quantitative techniques. They can investigate the impact of talent
management practices on various VUCA factors and understand
the relationship between the two which will in turn, facilitate HR
managers to recommend best practices for their organisations.
9. Sabherwal,S.(2013,October 31).India Has Always Existed In
A VUCA World: R Gopalakrishnan. Retrieved from
https://www. exchange4media.com/marketing/india-has-
always-existed-in-a-vuca-worldr-
gopalakrishnan_53297.html
10. Vakil, A. (2020, April). Coronavirus Impact: India’s IT sector
in focus as forecast for deal activity cut. Bloomberg.
Retrieved from
https://www.bloombergquint.com/business/coronavirus-
impact-indias-it-sector-in-focus-as-forecast-for-deal-
activity-cut#

LIMITATIONS OF THE STUDY

The limitations of the study have been related to time and biases
of opinions gathered from primary and secondary sources. Other
limitations include collecting primary data from participants by
interviewing them over telephone as it was not possible to
conduct personal interviews due to the nationwide lock down .
The process of data collection was time consuming as it was
collected based on appointment dates fixed with individual
respondents. The study is limited to a single industry operating
in Indian economy (Information Technology) due to time and
resource constraints.

ACKNOWLEDGEMENT
The authors would like to thank Manav Rachna International
Institute of Research and Studies, Faridabad, Haryana for its
continuous support.

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