International Journal of Research in Management & ISSN : 2348-6503 (Online)

Vol. 4 Issue 3 Jul. - Sept. 2017

Business Studies (IJRMBS 2017) ISSN : 2348-893X (Print)

Evolving Role of Employment Legal leadership in Corporate

Governance and Management
Dr Sagar Suresh Dhole
(L.L.B, MBA (Industrial relations and International Business Management),
PhD- Business Management and Compliance)- Nagpur University.

Abstract
Corporate governance and Compliance of law are exclusively concomitant with each other, without such cohesive linkage even the
finest entity will be struck by chaos. Corporate governance is the dynamic system of rules, practices and procedures through which
an organisation is directed and is governed, encompassing its objectives to its ultimate result. Corporate governance embraces the
progression through which organizations’ objectives are set and effectively pursued in the context of the socio-economic, regulatory
and market environment. Corporate governance essentially involves balancing the interests of an entity with its external and
internal influencing factors. Since corporate governance also provides the disciplined framework for achieving objectives of entity,
it encompasses sphere of management, from action plans and internal administration, performance to its objectives affecting its extant
stakeholders. One of the most crucial stakeholders includes management and its employees. With the recent change in employment
laws across global legal system, employees are characterized under crucial aspects of their work and roles. Government through
various collaborative summits has taken initiates to protect legal rights of all class of employees, carving a new dawn for employees
and shouldering decisive responsibilities on Employment legal leadership in management and Corporate Governance.
Thus elite endeavours are made in this paper to explain the need, role and responsibility, contribution and interpersonal trait of
employment legal leadership in corporate governance. This article will also guide employment legal leadership to understand the
expectations from purview of Management and employees, Competencies, required Behavioural Indicators and leadership traits
required to govern the management to attain its goals and prosperity. “The supreme quality for leadership role is unquestionably
integrity.”

Key words
Employment legal, Corporate Governance, Management, Business, Labour Laws, HR legal, Human resources management, Legal
and Compliance, General Counsel and benefits
I) Understanding Corporate Governance and need for Employment legal Counsel.
II) Evolution of Employment legal leadership
III) Role and responsibility, contribution and interpersonal trait, competency of employment legal leadership in corporate
governance
IV) Conclusion

I. Understanding Corporate Governance and need for
Employment legal Counsel
Corporate governance is the dynamic mechanisms, processes
and relations by which organizations are controlled and
administered.1Governance structures and principles identify the
distribution of rights and responsibilities among diverse members
in the entity (such as the board of directors, managers and
employees, shareholders, creditors, auditors, regulators, and other
stakeholders) and includes the systematic rules and procedures
for making decisions in corporate affairs. Corporate governance
includes the processes through which corporations’ objectives are
set and pursued in the context of the social, regulatory and market
environment.2 Governance mechanisms include monitoring the
actions, policies, practices, and decisions of corporations, their
agents, and affected stakeholders. Corporate governance practices
are affected by attempts to align the interests of stakeholders. The
Securities and Exchange Board of India Committee on Corporate
Governance defines corporate governance as the “acceptance by
management of the inalienable rights of shareholders as the true
owners of the corporation and of their own role as trustees on
behalf of the shareholders. It is about commitment to values, about
ethical business conduct and about making a distinction between
personal & corporate funds in the management of a company.3
1. Principles for corporate governance
Contemporary discussions of corporate governance tend to refer
to principles raised in three documents released since 1990:
The Cadbury Report (UK, 1992), the Principles of Corporate
Governance (OECD, 1999, 2004 and 2015), the Sarbanes-
Oxley Act of 2002 (US, 2002). The Cadbury and Organisation
for Economic Co-operation and Development (OECD) reports
present general principles around which businesses are expected
to operate to assure proper governance. The Sarbanes-Oxley Act,
informally referred to as Sarbox or Sox, is an attempt by the

1
Shailer, Greg. An Introduction to Corporate Governance in Australia, Pearson Education Australia, Sydney, 2004
2
Goergen, Marc, International Corporate Governance, (Prentice Hall 2012) ISBN 978-0-273-75125-0
3
Report of the SEBI Committee on Corporate Governance, February 2003. Securities and Exchange Board of India Committee on
Corporate Governance.Retrieved 2011-07-20.
4
Cadbury, Adrian, Report of the Committee on the Financial service Aspects of Corporate Governance, Gee, London, December,
1992, Sections 3.4
5
Sarbanes-Oxley Act of 2002, US Congress, Title VIII
6
OECD Principles of Corporate Governance, 2004, Articles II and III" .OECD.Retrieved 2011-07-24.

© 2014, IJRMBS All Rights Reserved www.ijrmbs.com

22
ISSN : 2348-6503 (Online)
Vol. 4 Issue 3 Jul. - Sept. 2017
ISSN : 2348-893X (Print)
federal government in the United States to legislate several of the
principles recommended in the Cadbury and OECD reports.
a) Rights and equitable treatment of shareholders:[ 4][5]
Organizations should respect the rights of shareholders and
help shareholders to exercise those rights. They can help
shareholders exercise their rights by openly and effectively
communicating information and by encouraging shareholders
to participate in general meetings.6
b) Interests of other stakeholders:7 Organizations should
recognize that they have legal, contractual, social, and
market driven obligations to non-shareholder stakeholders,
including employees, investors, creditors, suppliers, local
communities, customers, and policy makers.
c) Role and responsibilities of the board:8 The board needs
sufficient relevant skills and understanding to review
and challenge management performance. It also needs
adequate size and appropriate levels of independence and
commitment.
d) Integrity and ethical behavior:910 Integrity should be a
fundamental requirement in choosing corporate officers
and board members. Organizations should develop a code
of conduct for their directors and executives that promotes
ethical and responsible decision making.
e) Disclosure and transparency:1112 Organizations should clarify
and make publicly known the roles and responsibilities of
board and management to provide stakeholders with a level
of accountability. They should also implement procedures
to independently verify and safeguard the integrity of the
company’s financial reporting. Disclosure of material matters
concerning the organization should be timely and balanced
to ensure that all investors have access to clear; factual
information.
2. Codes and guidelines
Corporate governance principles and codes have been developed
in different countries and issued from stock exchanges,
corporations, institutional investors, or associations (institutes)
of directors and managers with the support of governments and
international organizations. As a rule, compliance with these
governance recommendations is not mandated by law, although
the codes linked to stock exchange listing requirements may have
a coercive effect. Organisation for Economic Co-operation and
Development principles: One of the most influential guidelines on
corporate governance are the G20/OECD Principles of Corporate
Governance, first published as the OECD Principles in 1999,
revised in 2004 and revised again and endorsed by the G20 in
2015.13 The Principles often referenced by countries developing
local codes or guidelines. Building on the work of the OECD,
other international organizations, private sector associations and
more than 20 national corporate governance codes formed the
United Nations Intergovernmental Working Group of Experts
on International Standards of Accounting and Reporting (ISAR)
7
OECD Principles of Corporate Governance, 2004, Articles II and III" .OECD.Retrieved 2011-07-24.
8
OECD Principles of Corporate Governance, 2004, Preamble and Article IV" (PDF). OECD.Retrieved 2011-07-24.
9
Cadbury, Adrian, Report of the Committee on the Financial Aspects of Corporate Governance, Gee, London, December, 1992,
Sections 3.2, 3.3, 4.33, 4.51 and 7.4
10
Sarbanes-Oxley Act of 2002, US Congress, Title I, 101(c)(1), Title VIII, and Title IX, 406
11
OECD Principals of Corporate Governance, 2004, Articles I and V" (PDF). OECD.Retrieved 2011-07-24.
12
Cadbury, Adrian, Report of the Committee on the Financial Aspects of Corporate Governance, Gee, London, December, 1992,
Section 3.2
www.ijrmbs.com
International Journal of Research in Management &
Business Studies (IJRMBS 2017)
to produce their Guidance on Good Practices in Corporate
Governance Disclosure.14 This internationally agreed benchmark
consists of more than fifty distinct disclosure items across five
broad categories:1516
i. Auditing
ii. Board and management structure and process
iii. Corporate responsibility and compliance in organization
iv. Financial transparency and information disclosure
v. Ownership structure and exercise of control rights
The OECD Guidelines on Corporate Governance of State-Owned
Enterprises are complementary to the G20/OECD Principles of
Corporate Governance, providing guidance tailored to the corporate
governance challenges unique to state-owned enterprises.
In India, Companies Act 2013 and Securities and Exchange Board
of India lays down greater emphasis on governance through the
board and board processes. Amendment dated 2014 focuses on
adopting best practices on corporate governance and aims at
making the corporate governance framework more effective.
II. Crucial Role of Employment legal leadership
“The Holy Grail for the Legal Counsel is to have prodigious
impact and influence – to be viewed as trusted business adviser
whereby Legal Counsel is to be considered as Guardian Priest
in the temple of Justice.”-Hon’ble Suresh P. Dhole (Advocate
Bombay High Court)
Once regarded purely as purveyors of practical advice, and
as conduits between the business and the legal profession,
Employment Legal Counsel today have emerged as critical
strategic operators integral to the growth of businesses. Corporate
expects General Counsel, Employment legal counselling. The
modern Employment Legal Counsel is a commercially savvy
legal professional who provides practical solutions and drives the
business strategy of the company by managing legal, regulatory
and reputational risks.
Developing effective strategies to tackle these multiple
environments can make the difference between business success
and failure. This is where Employment Legal Counsel comes
into the picture. They are now directly involved in developing
Employee-business strategy, brainstorming Management and
working to meet required goals. In the face of the increasing
complexity of legal compliance works caused by the nature
of multijurisdictional legislations and regulations of new
developments, innovation from different perspectives is required
for our work. This includes legal advisory, commercial viability
analysis, risk management and liaison with stakeholders and
especially shareholders which set out the foundation for a multi-
functional role of a Employment Legal Counsel.This is particularly
true across Asia, where the legal system of almost every country
are different, and in some cases underdeveloped, require the
company and its legal personnel to adapt to keep up with rapid
economic and social change. The working relationship between
Legal counsel and Corporate Governance is a critical one. Both
23 © All Rights Reserved, IJRMBS 2014
International Journal of Research in Management &
Vol. 4 Issue 3 Jul. - Sept. 2017
Business Studies (IJRMBS 2017)
roles have a charge to guide practices and make decisions to protect
the legal, financial and reputational interests of the organisation.
Legal Counsel’s role is to provide proactive professional advice
on critical strategic and legal issues and to support the organisation
with finest suitable legal guidance. Corporate Governance does the
same thing through business practices and processes, effectuating
an inclusive, collaborative, safe, legal and efficient working
environment. Alignment of Management and legal counsel is
vital to protect the interests of the organisation and to ensure a
collegial, collaborative working relationship.
“Discourage litigation. Persuade your neighbours to compromise
whenever you can. As a peacemaker the Legal Counsel has
superior opportunity of being anelegant corporate leader.”
In the Corporate legal context, employment law includes a plethora
of central and state specific employment laws, administrative
regulations as well as judicial decisions. Applicability of the
statutes is contingent on multiple factors including the industry,
nature of work done by the employees, strength of the workforce,
remuneration, duration of service, etc.
Within the businesses themselves a transference is also underway,
a transference that is changing how legal departments are seen.
Legal and compliance professionals are increasingly seen less as
cost centres and more as business partners. This has required open
discussion and strong links to the business. As long as Employment
Legal Counsel can demonstrate that costs related to manpower,
external legal spend, training and automation are essential from
a governance perspective to support the business and the board
more effectively, senior management are much more receptive
to any recommendations that Employment Legal Counsel might
put forward. This is particularly important given that modern
companies prefer to limit what they outsource to cut costs. For
day-to-day operations, everything is done in-house. The senior
managers of the business side of the company have an in-house
legal counsel assigned to them to assist them through legal and
compliance.
It’s important for the Employment legal counsel to ask corporate
executives to explain business goals related to incidental matter,
and then explain to them, in simple terms, way ahead and the
tolerance of risk for that venture with respect to employment labour
laws with its repercussion.
III. Role and responsibility, contribution and interpersonal
trait, competency of employment legal leadership in
corporate governance
“The good lawyer is not the man who has an eye to every side
and angle of contingency, and qualifies all his qualifications, but
who throws himself on your part so heartily, that he can get you
out of a scrape.” – Ralph Waldo Emerson
General Roles and Responsibility of Employment Legal leadership
Role could be framed as below:-
• Handling employment and labour laws matters for entities
(all being private, limited companies, etc) and advice on
Employment legal Strategy and Documentation
13
OECD Principles of Corporate Governance, 2004".OECD.Retrieved 2013-05-18.
14
Guidance on Good Practices in Corporate Governance Disclosure
15
TD/B/COM.2/ISAR/31
16
International Standards of Accounting and Reporting, Corporate Governance Disclosure".United Nations Conference on Trade and
Development.Archived from the original on 2008-11-23.Retrieved 2008-11-09.
© 2014, IJRMBS All Rights Reserved
24
ISSN : 2348-6503 (Online)
ISSN : 2348-893X (Print)
• Drafting and reviewing employment documentation
including offer letters (Appointment letter and related
documents) and employment agreements, confidentiality
agreements, IP assignment agreements, non-compete and
non-solicit agreements, consultancy agreements, secondment
and deputation agreements, release agreements, recruitment
agreements, documentation for employee events, adherence
to anti-sexual harassment regulations including running
committees, ensuring relevant filings are done in time etc.
• Drafting, reviewing, revising Employee Policy Handbooks,
detailed clauses on standard employment practices including
in relation to vacation / leave policies, prohibition of
harassment, employment benefits, non-solicitation
provisions, discipline and grievance, separation, confidential
information, intellectual property rights, etc.
• Advice on the applicability of various (Employment Laws)
labour Laws including local and International.
• Advise stakeholders etc. on applicability of Employment
Laws, the obligations and compliances there under, and
the consequences of non-compliance, issues related to
provident fund contributions, payment of gratuity, payment
of bonus, superannuation/retirement benefits, termination
of employment, hours of work, leave/ holiday entitlement,
employee health and safety regulations, discrimination and
harassment issues, etc.
• Advise on structuring employee benefits and incentives,
employee stock options, applicable labour laws, employment
laws, clauses on confidentiality, data protection and ensuring
that clauses are adequately drafted and risks are mitigated.
• Review, advise and documentation on matters relating
to deputation, secondment or on employment, expatriate
matters etc.
• Handling employment litigation cases including the litigation
strategy, drafting and issuing legal notices, responding to
legal notices, drafting claim documents, coordinating with
local counsel to pursue litigation in the appropriate courts
across India
• Responsible to ensure adherence to data privacy requirements
including creation of policies, ensuring consents, adherence
to data protection requirements in other jurisdictions.
• Monitoring of changes in the local-global legislation
and strategizing compliance activities accordingly with
stakeholders.
• Advice on crucial aspects of Expatriate Taxation, Social
Security & Immigration for employees on deputation and
assignment- Employment Legal leadership represent entities
in employment related immigration matters, etc. Thus they
need to advice to companies and employees who required to
travel on deputation, secondment or on employment, advice
on expatriate taxation etc.
• Conduct periodic Legal audits- The legal audit typically
encompasses assessment of the level of compliance with
applicable labour laws, taxation laws and corporate laws
relating to hiring/ firing of employees, terms of employment,
employee compensation, stock option plans, to name a
www.ijrmbs.com
ISSN : 2348-6503 (Online) International Journal of Research in Management &
Vol. 4 Issue 3 Jul. - Sept. 2017
ISSN : 2348-893X (Print) Business Studies (IJRMBS 2017)

few. It also includes review of the employment-related of the employer should be well secured in the event of
documentation and the policy and procedure manual of termination of the employee's employment, for which purpose
the company, especially with respect to such issues as we ensure that clauses on confidentiality, post-employment
confidentiality, assignment of intellectual property and non- non-solicitation, data protection are adequately drafted. In
competition. The Employment legal Audit enables entity to cases where there is a transfer of one undertaking to another
suggest measures for legal process re-engineering.17 by way of merger/ acquisition/sale of assets or otherwise,
• Advice on Employment separation, Termination & issues such as the transfer of employees of the transferor to the
Downsizing, Transfer : Now adays Companies does not transferee creates certain legal complications. Employment
envisage an “at-will' employment relationship, thus is crucial legal needs to advise management on the various labour
advise on strategies for employment separation, termination, law implications arising out of such transactions and assist
downsizing and reduction in force. This includes advising clients in structuring such transactions in a manner so that
on applicable labour laws and employment laws, apart the transfer of employment complies with all statutory
from guidance on regulatory requirements mandated for requirements.18
employers. Employment legal understand that the interest
Proficiencies Professional trait Indicators
Professional Knowledge and Conduct Comprehensive knowledge of labour laws and Compliances, Strong written and
verbal skills, Handling litigations, dispute resolutions, contentious issues Strong
strategic thinking ability, Self-motivated, initiative, and positive personality. Ability
to work in Cross Functional teams, across multiple locations & cultures
Culture & Conduct Building Professional Aware of own impact Respectful attitude Professionalism Gets involved
Integrity Self-Awareness
Client-Compliance-Centricity & Business Product / service knowledge Responsive, accountable Detail orientated Offers
Acumen Commerciality Analytical Thinking options/solutions
& Problem Solving
Innovation &Strategic Thinking; Change Stays up to date Thinks differently Demonstrates entrepreneurial thinking Translates
Decision Management& Judgment Agility strategies into plans Stays one step ahead Open to new ways of thinking

Leadership & Collaboration Managing Talent Stays up to date Open to new ways of thinking Sees when to escalate Provides logical
Recognizing and Motivating Supporting, rationales Shows initiative to develop Leverages resources
Developing & Collaborating, Conflict
Management
Communication & Connectivity Articulation Recognizes others’ efforts Offers to assist Willing team participant Shows interest
& Receptiveness Impact Connectivity
Communication & Influence Articulation and Speaks/writes clearly Aware of non-verbal behaviour Demonstrates active listening
Receptiveness Impact Connectivity Conveys a positive image Shares information keeps people informed Builds strong
relationships
Execution & Delivery Driving Performance Maintains can-do attitude Sees tasks to completion Manages day-to day work
Execution-Focus Planning & Organizing Prioritizes/meets deadlines Asks questions to gain understanding Responds positively
Adaptability to feedback

Conclusion litigiousness and, most recently, the issues of employment laws,

In past few decades General Counsel and Employment Legal
leadership role was considered as burgeoning in the corporate
scheme and governance. They were the people who kept a
check on the compliances and played a diminutive part in the
matters related to strategy and risk for business. Over the years
with emerging radiant facets of corporate laws and extensive
business, Employment Legal leadership role took on more
crucial and responsible roles in the corporation. This led to a
significant transformation in the perspective of General Counsel
and Employment Legal leadership role.
The market turmoil following the enhance of the IT effervesce
in early 2000, the ensuing corporate scandals, ever-growing
risk and liability raised by a worldwide economic crisis unparalleled
for generations, together with the ongoing vulnerability of private
and public finances and labour laws have all contributed to a
renewed focus on the chief steward of the legal and ethical
behaviour of an organisation. Therefore, it is no surprise that their
expertise is required more extensively and at an earlier stage for
critical management decisions. Anyone who has been observing
the corporate world as an outsider can see that the role of General
Counsel and Employment Legal leadership role has undergone an
enormous transformative change. This transformation of the role
has led to a revolution in roles, responsibilities and expectations.
The General Counsel19 includes the Employment Legal role of today

17
Gillian Wong, “Gender Diversity in the Legal Profession – The Role of In-house Counsel” (2015) Portia 42 (Victorian Women
Lawyers).
18
http://www.nishithdesai.com/information/areas-of-service/practice/human-resources-law-employment-and-labour.html
19
Association of Corporate Counsel, Leading Practices in Law Department Diversity and Inclusion Initiatives: Company Best
Practices (2013)

www.ijrmbs.com 25 © All Rights Reserved, IJRMBS 2014

International Journal of Research in Management &
Vol. 4 Issue 3 Jul. - Sept. 2017
Business Studies (IJRMBS 2017)
and is positioned within the highest ranks of senior management,
while also serving as a legal advisor to the board of directors,
management, employees and stakeholders. As Employment
Legal Leadership is being vested with a weighty tome of (ever-
growing) responsibilities, they are evolved as indispensable. With
the laws and regulatory compliances becoming more complex and
vital, companies face numerous risks and challenges. If one can
manage the complexity and the risk, one may become a successful
Employment Legal General Counsel, but in order to achieve
that, they must first understand the business, environment and
employment legal strategies. And once this is accomplished, the
Employment Legal General Counsel will be able to become the
expert of their evolving turf. The extent of the role and the influence
of a particular General Counsel and Employment legal will depend
not only on the individual’s functional expertise, business acumen,
and leadership skills, but also to a substantial degree on character
– the indisputable level of integrity, trustworthiness, and values
that makes the General Counsel and Employment legal someone
board members and top leaders alike naturally turn to for wise
counsel.
“The supreme quality for leadership role is unquestionably
integrity.”
-By Hon’ble Suresh P. Dhole (Advocate Bombay High Court,
Director Amenity Exports Private limited, Chairman- of NGO
Magnum Foundation, Pioneer advisor to Council under MSMED
matters across India, Ex- Lecturer to Commerce & Management
College Nagpur university, Hon’ble Ex-Chief Administrative
Officer for Undertaking of Government of Maharashtra)”
Bibliography
[1]. Shailer, Greg. An Introduction to Corporate Governance in
Australia, Pearson Education Australia, Sydney, 2004
[2]. Goergen, Marc, International Corporate Governance,
(Prentice Hall 2012) ISBN 978-0-273-75125-0
[3]. Report of the SEBI Committee on Corporate Governance,
February 2003. Securities and Exchange Board of India
Committee on Corporate Governance.Retrieved 2011-07-
20.
[4]. Cadbury, Adrian, Report of the Committee on the Financial
service Aspects of Corporate Governance, Gee, London,
December, 1992, Sections 3.4
[5]. OECD Principles of Corporate Governance, 2004, Articles
II and III” .OECD.Retrieved 2011-07-24.
[6]. Association of Corporate Counsel, Leading Practices in Law
Department Diversity and Inclusion Initiatives: Company
Best Practices (2013)
[7]. Gillian Wong, “Gender Diversity in the Legal Profession –
The Role of In-house Counsel” (2015) Portia 42 (Victorian
Women Lawyers).
[8]. Sarbanes-Oxley Act of 2002, US Congress, Title I, 101(c)
(1), Title VIII, and Title IX, 406
[9]. Guidance on Good Practices in Corporate Governance
Disclosure TD/B/COM.2/ISAR/31
[10]. International Standards of Accounting and Reporting,
Corporate Governance Disclosure”.United Nations
Conference on Trade and Development-Archived from the
original on 2008-11-23.Retrieved 2008-11-09.
© 2014, IJRMBS All Rights Reserved
26
ISSN : 2348-6503 (Online)
ISSN : 2348-893X (Print)
Author Profile
Dr Sagar Suresh Dhole
Qualifications:
LLB (5Years) Merit in University,
MBA-IR&IBM and PhD- Business
management-Legal & Compliance
(2011-2015);
Recommend by the UPSC (Union
Service Public Commission) as
“Welfare Administrator-2016.
Appointed as “Welfare Administrator”
in the Office of the Director General
(Labour Welfare), Ministry of Labour
and Employment.
Dr. Sagar, son of Hon’ble Shri Suresh Punjaramji Vithobaji Dhole,
(a revered Advocate High Court and Supreme court of India,
pragmatic social-change revolutionizer) and Smt. Nalini Dhole
(Spiritual thinker), Completed his LLB (5years) from Nagpur
University as University topper and Gold Medalist in 2008, MBA
in Industrial Relations and International Business Management,
and after extensive research in Business management and Legal-
Compliance domain, was awarded with Ph.D degree in Business
management- Legal-Compliance.
1) Started his career as Internship with his father in 2006 in
Bombay High court, Nagpur bench, at age of 22 became one
of the youngest lawyer in 2008.
2) Awarded Alladi Award, Medal and Honour bestowed by His
Excellency Shri S.K. JAMIR the then Governor of State in
2009.
3) IN Jan 2016 appointed as Welfare administrator, Roll
no. 566 in the Office of the Director General (Labour
Welfare) the Ministry of Labour and Employment upon the
recommendations of UPSC, interview dated October 2014.
4) Recognized by International journals for his elite publication
in the field of Compliance and management.
5) Active participation in various philanthropy events, CSR and
a dynamic marathon runner. He has worked and supported
endeavours of Paraplegic society in Manavya(Pune) – The
school for HIV afflicted children in Pune. Participated in
various marathon run across India raised for noble cause.
Taken up the opportunity to enlighten and guide students at
various government schools.
6) He strongly believes and practices the fitness of mind and
physique and saying, “whatever one does, one should do
it with full commitment and passion”. “True Leader never
deter from dreadful failure, but are evolved elite from it” -Dr.
Kavita Shisode MBBS, DNB and FMRDR (Medical Retina
and Phaco Surgeon- India); “Challenge your virtuous self
with every defeat to rise with inevitable victory” inspired
by Late Dr. Kishor R. Mahabal, (MA., M.Phil., LLB, Ph.D-
Reader- Nagpur University, Lecturer, author Mentor and
Motivator) and Dr Anjali Kulkarni MA. Ph.D Nagpur
University (Ex-Director at Central Institute Nagpur and
Lecturer)
Maxim: Live Life Less Ordinary. (Adapted)
www.ijrmbs.com