Vinati Saraf Muttreja is an Indian businesswoman, who joined her father’s business, Vinati Organic Limited (VOL) (a chemical manufacturing company) in 2006. VOL’s earnings and profit revenue grew from Rs. 66 crores to Rs. When Vinati took over her father’s business, she earned Rs 1,000 crore and since then she remained in the headlines of the business world. Under Vinati’s leadership, VOL was listed as one of Asia’s 200 best companies under one billion dollars by Forbes magazine. After 12 years of dedicated work at VOL, Vinati became the CEO and Managing Director of the company.
Contents
Wiki/Biography
Vinati Saraf Mutreja was born in 1984 (age 37 years; as in 2021). Vinati did his executive education from IMD Business School, Lausanne, Switzerland. He received a Bachelor of Applied Science degree in engineering from the University of Pennsylvania in 2005. He received a Bachelor of Science degree in Economics, Finance and General Economics from The Wharton School, Pennsylvania in 2005. He holds the Honorary President’s Management Program at Harvard Business. School in 2019.
Physical Appearance
Height(Approx): 5’3″
Hair Color: Black
Eye colour: black
Family
parents and siblings
Vinati’s father, Vinod Saraf, is the chairman of Vinati Organics Limited, and her mother is Kavita Saraf. His sister Viral Saraf Mittal is part of the management at Vinati Organics.
Vinati Saraf Mutreja with her father Vinod Saraf
husband and children
Vinati Saraf Mutreja is married to Mohit Mutreja who runs an algorithmic trading firm that specializes in high-frequency trading. The couple have two children.
Vinati Saraf Mutreja, Vinod Saraf, Prashant Mittal, Viral Saraf Mittal, Kavita Saraf, Mohit Mutreja
livelihood
Vinati Saraf Mutreja is a member of The Entrepreneurs Organization (EO) and Young Presidents Organization (YPO). As per Vinati’s request, she joined her father’s business as soon as she returned to India from Pennsylvania. After this, he started learning the basic operations of his father’s business. In an interview he said-
I spent time in different divisions from the beginning and learned about different business functions.
Vinati was given a challenging task by her father Vinod Saraf to transform the ATBS plant (a part of VOL company) from a loss making plant to a world class unit. This assignment was given to motivate Vinati to work independently at the ATBS plant. Speaking to a media house, Vinati explained how ATBS became a profit making unit in 2019 when he started working hard on it in 2002. He further said that there were only two organizations in the world that were manufacturing the same chemical product. That the ATBS plant was manufacturing. He said-
We started ATBS unit in 2002 and because we were not getting the right quality, we were thinking of shutting down or selling it. We were a small company then and had exhausted all the resources and expertise available to us. There are only two other companies in the world making this product. So we were confused because it was a niche market. But I managed to bring a consultant on board who helped streamline the processes.
When Vinati was working independently at the ATBS plant, she managed to establish and strengthen long-term business relationships and contracts with global multinationals. These multinational companies signed long-term sales contracts with VOL Company. Till 2006, ATBS was selling its products only in the Indian market, but now, about 75% of its sales come from exports. In an interview, Vinati cited the reason as to how VOL has improved its productivity while cutting production costs. He revealed that the best and most effective use of batch timing has resulted in increased capacity with minimal funding. He said-
We focused on cutting costs and improving productivity by optimizing batch times. This resulted in increased capacity with minimal investment. “A lot of efforts were also made to improve the quality by involving international R&D experts, which bore fruit.”
In 2019, the ATBS unit became the largest part of VOL company in manufacturing its products globally under the management policies of Vinati Saraf Mutreja. In an interview, Vinati indicated that the working efficiency of the ATBS plant was enhanced through better and higher quality productivity and manufacturing strategies. He explained-
Better quality, higher productivity along with annual contracts boosted sales and we started expanding capacity at regular intervals, usually ahead of demand.
In 2006, VOL had approximately Rs. 20 crore market capitalization, which increased by more than Rs. 8000 crores in 2019. In an interview, Vinati shared that he had a vision to increase the turnover of the company and increase its market potential globally. He said-
Our target is to grow at 20-25 per cent year-on-year, i.e. doubling the revenue in three years. We are still a very small company in the chemical sector. Most mid-sized chemical companies have revenues of Rs 3,000/4,000 crore. We have good margins but we need to expand our scope as the market potential of our existing products is limited.
Vinati has often been seen giving investment advice to investors on many well-known Indian business TV news channels.
Vinati sharing her views on investment deals provided by her company VOL on an Indian business news channel
Awards, Honors, Achievements
- 2019: Vinati Saraf Mutreja was selected as the Outstanding Women Business Leader for 2018 by the jury of The Economic Times Family Business Awards.
Vinati Saraf Muttreja receiving the Outstanding Business Women Leadership Award at The Economics Times Business Family Awards in 2019
- 2019: She was also named among the Forbes India W-Power Trailblazers in 2019, and in the same year, she was also listed in the Economic Times Women Forward list.
Facts/General Knowledge
- Vinati Saraf Mutreja had a typical middle-class upbringing. In his house, focus on education was given priority.
- Vinati started accompanying his father to company meetings in his teenage years. This experience in the business world led him to earn a bachelor’s degree in Engineering in Applied Science and Economics, Finance, Business Studies from the University of Pennsylvania in 2005. Vinati joined her father’s business soon after his return to India in 2006, when she was just 22 years old. years old.
- In 1991, Vinati’s family business held 26 percent shares of VOL, which gradually increased to 74.01 percent in 2019.
- As per the plea, more Indian women should come forward to join the business world and contribute to the field of manufacturing in India and across the world. While talking to a media person, Vinati said that we should inspire women to move forward in the engineering field and they have no hesitation in joining the business world. He said-
Women do not see other women in this industry and hence, hesitate to join it. It is important to break this cycle so that our daughters do not feel like minorities when they are in the workplace. Women bring diversity and empathy and a different dimension to any discussion. We should encourage women to pursue engineering and make our workplace environment more conducive for them to grow.”
- In an interview, while talking about issues related to personal life, Vinati had said that she was lucky that she never had to face a situation where she had to choose between family and career. He further said that he independently guided and directed the ATBS unit of VOL Company with the support of his family members. He said-
I know that most women stop working after having children. I enjoy my work and the confidence our stakeholders have in me. It motivates me to perform better.”
- While speaking to a media house, Vinati was asked about the biggest hurdles and obstacles that women face in their career in India. She then replied that self-inflicted prejudice is the biggest problem for women in pursuing their careers. She further said that this was the only reason why many people in Indian society did not want to see women in senior leadership positions. She explained about the facilities and equipment that her company is providing to its women employees. He said-
If we talk about purely middle to upper middle class urban society, then most of the women get jobs after graduation. At some point after starting a family, they succumb to the notion that they have to choose between a career and having a family. This self-inflicted bias is the biggest barrier to women advancing in their careers and is the reason we don’t see many women in senior leadership. Apart from providing extended maternity leave, we offer flexible working hours to women in our organization. Only by hiring more women than other factories can we make our environment more friendly to women. Ultimately, this can only change if men start taking more responsibility at home. This requires a cultural change and it will take some time for our society to get there but we are moving in the right direction.
- According to Vinati, she likes to read about green and clean chemistry. She is proud of her excellent record in environmental, health and safety work. She likes to come up with innovative processes to produce chemicals in her manufacturing plants.
- According to Vinati, most of her creative ideas came to her when she was in office. Through working experiences he had learned to balance work and life.
- In an interview, Vinati was asked how giant companies can improve gender diversity issues in top level management. Vinati explained that this was only possible through motivating and encouraging women to take up higher leadership positions and never leave their respective roles in the organization. However, in companies quality time should be given more importance than quantity time. He said-
Most women leave the workforce at some point after having children. To encourage women to take on senior leadership roles, companies need to demonstrate that quality time at work is more valuable than quantitative time. Providing flexible working hours and placing less emphasis on networking after work are some of the ways organizations can achieve this.
- Vinati Saraf Muttreja’s success story in the business world has often been covered by many famous Indian magazines and tabloids.
An article published in a magazine related to the successful business story of Vinati Saraf Mutreja
- In her free time, Vinati loves reading books. His two favorite books are ‘Bottle of Lies: ‘Ranbaxy and the Dark Side of Indian Pharma’ by Dinesh Thakur and Catherine Eban and ‘Lean In’ by Sheryl Sandberg.
Categories: Biography
Source: vcmp.edu.vn