Global CFO Excellence Awards 2020

Acquisition International - Global CFO Excellence Awards 2020 9 Indorama Corporation reduce supply chain inefficiencies. Mr Chatterjee’s exceptional work as CFO includes being aware of these trends, and having the financial foresight to see where they might be heading next. Together with the executive team, Mr Chatterjee has helped Indorama Corporation remain positive on the demand fundamentals for single- use glove usage for the foreseeable future, and firmly believe that Malaysia will be the primary beneficiary of this demand. He has largely done this through his own five different leadership styles, which can be adapted and used for a wide variety of different situations. For example, Mr Chatterjee may approach a scenario as a structural leader, ensuring that everyone knows exactly what must be done, why it needs to be done, and to what standard it must be done. He accepts complete responsibility for his staff, choosing them, assigning them, and managing them with the expectation of excellence. However, there may be other times that call for the participative leader, where Mr Chatterjee aims to foster an atmosphere of bonding, belonging, and ownership amongst his staff by treating them the same way he would a family member or a friend. Thirdly, there is the servant leader. This style practices the golden rule of treating and managing other people in the same way that Mr Chatterjee himself would like to be treated and managed, whilst ensuring that everyone understands their job fully and has all the tools they need to complete it. Perhaps a situation calls for a more authoritative style of leadership. That is when Mr Chatterjee can become the freedom-thinking leader, taking on more an authoritative role by pointing the team towards a vision or a goal. However, similar to the servant leadership style, Mr Chatterjee leaves the means up to his team, inspiring an entrepreneurial spirit with a clear goal in the minds of team members. Finally, there is the transformational leader that Mr Chatterjee can also fulfil the role of. By tapping into the hopes, dreams, and ideals of his workforce, this outstanding CFO can transform people into highly motivated and driven employees, emulating his own motivation and drive. Mr Chatterjee enhances productivity through high transparency and communication, as his transformational leadership style uses vision and the future to get teams not only excited about a project, but also wholly committed to it. Accomplishing goals is not only down to the team, but how they are managed and Mr Chatterjee has that perfected. He leads by example, practising empathy and competency along the way to show his team that he is with them, excited alongside them and dedicated to the goal. A key part of that team cohesion that Mr Chatterjee instils in his financial teams is tying together the reinforcement of the company vision with the team and individual goals. The vision statement of any company should be tired to achievable goals for employees and management alike, and framing the company vision in this manner will make it an integral part of the daily experience for everyone. All members of staff, from the CEO downwards, should be feeding into the system to push the company towards its goal, and Mr Chatterjee is no different in his role as CFO. His exceptional work continues to put Indorama Corporation into a position of strength, delivering success after success for the medical equipment manufacturing work that the firm does in South East Asia. Despite the opportunities and success that Mr Chatterjee has achieved for himself and Indorama Corporation, his work does not come without challenges. Differences in Malaysian and Indian work and culture presented themselves as a challenge to Mr Chatterjee, whilst the multiple countries and diversities to understand also came as a challenge when maximising operational efficiencies, governance, costs, and liquidity perspectives. The level of understanding and automation was also challenging in the initial stages, and more effort was required to establish the processes and controls other than the systems improvement measures. Yet, for all the challenges that Mr Chatterjee has faced in his role as CFO, there has also been outstanding opportunities which he has seized. The initial effort required in various areas of expansion in business, procurement, governance, controls, systems, processes, taxation, and training presented a huge opportunity to learn, as well as contribute to the work of Indorama Corporation in reaching its vision and goal. Due to the challenges and the opportunities that Mr Chatterjee has faced, combined with his previous experience in Singapore and India, his role as CFO has evolved and matured, becoming more critical in helping the firm come out of problems in dire times. Working in senior and executive finance positions requires more than just an astute level of attention to detail and knowledge around the inner workings of the industry. It also requires exceptional leadership, outstanding business acumen, and no small amount of expertise and experience. Mr Chatterjee brings all of these aspects and requirements to every role, particularly his work with Indorama Corporation. A brilliant CFO and a fantastic businessman, Mr Chatterjee stands as an industry benchmark for all those looking achieve excellence in its highest form.