Group

I want to provide my workforce with an environment in which they can personally develop with confidence and are free to indulge their passion for the job.

Partho Ghose

Managing Director | Department: Management Board | Ahmedabad, India

How did you come to join KHS?

I first came into contact with KHS in 1993 when I was working for a local machine and systems manufacturer. It manufactured products under license for KHS and I was soon impressed by the company from Germany. Back then, there wasn’t yet a systems provider planning to set up facilities with its own production capacities in India. I started working at KHS in 1997 when the company entered into a local joint venture. I was the sixth employee on site; there are now over 300! My job at KHS finally enabled me to combine my talent for communication and sales with my training as a process engineer.

Which positions have you held during your career at KHS?

In my 26 years at KHS I’ve been promoted a few times and each promotion has marked a big leap in my career. I started out as manager of Business Development in 1997. Just two years later I was entrusted with the role of deputy general manager. Shortly afterwards I was then made vice-president in 2002 and ultimately joined the KHS India board of management as executive vice-president in 2011. In 2023 I started working as joint managing director with Yatindra Sharma – and you can say that we tackled just about every kind of challenge together! Since the start of 2024 I’ve been running the company on my own authority as its managing director.

Which challenges do you see KHS in India facing in the future?

After 25 years of operations in the country, I strongly believe that KHS India has just embarked on what I fondly refer to as an ‘orbital shift’. We have big and ambitious plans at the moment; most of our challenges will stem from these. We need to expand our infrastructure, our product portfolio and our qualified workforce – in other words, rapid all-round development of our capabilities is required so that we can write a new chapter in the success story of KHS in India. Here, as in the rest of the world, the megatrends of sustainability and the circular economy are playing an ever greater role. What’s more, automation, digitalization and artificial intelligence are becoming more and more important, especially in an extremely cost-conscious country like ours, plus there’s a sharp focus on world-class quality and productivity.

“There is of course an endless number of books and clever texts on good management but I prefer to lead by inspiring, supporting, guiding and promoting my colleagues.”

What’s special about your style of management?

I want to provide my workforce with an environment in which they can personally develop with confidence and are free to indulge their passion for the job. There is of course an endless number of books and clever texts on good management but I prefer to lead by inspiring, supporting, guiding and promoting my colleagues. My employees are in a better position to say whether this makes me a good leader or not! One of my strengths is my power of observation. I always try to see things from the perspective of the person I’m talking to and understand how my remarks come across. This is especially important when working with people from so many different cultures. My leadership style, I believe, also mirrors my strong conviction in putting clarity over confidence, competence over charisma, commitment over choices and communication over control.

What else do you enjoy besides your career?

If I have time in the evening after a full day at work, I listen to music. I like local songs in Hindi or genuine oldies by John Denver, Harry Belafonte, Joan Baez or Jim Reeves. But my real love is my sarod, a long-necked Indian lute. I hope that I can revive this passion once I retire! If I hadn’t become an engineer, being a musician would have been my dream job. Or a mountaineer.