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One off the Bucket List...always wanted this. A very late running BFSI (Buffalo to Salamanca) allowed for this shot passing the old B&O-era tower. It once controlled the junction point of the Buffalo and Rochester lines of the Baltimore & Ohio RR.
B&P SARE is southbound the old B&O Third Sub heading for Ashford Junction, after having worked the nuclear waste plant cleanup site in West Valley, NY. Former high hood GP9 BPRR 926 paired with an SW1500 powers the train south at Pan Am speeds on this day.
Based out of Salamanca, SARE stands for Salamanca Relief job. They run as a local once a week to serve the old nuclear plant up in West Valley, where excavation of toxic soil is being performed, shipped out in these smaller cobalt colored containers loaded onto spine cars. During the spring and summer months, SARE is also responsible for working the stone quarry in Machias.
B&P's Third Sub hails back to the days of B&O and subsequently BR&P, serving as a former mainline between Buffalo and Ashford Junction. The majority of this route ultimately suffered from washouts and poor foundation, putting it out of service in the late '90s, seeing track torn up in the middle portion during the early 2000s. A portion of the north end is still intact for now, running from Buffalo Creek Yard to just north of Orchard Park, where track south of there was torn up as recently as the early 2010s. Prior to that, rail was still in place through and past the station in Orchard Park. A small number of customers existed on this portion, the last one to be served being 84 Lumber in OP. They saw their last cars some time in 2017. As the story goes, 84 needed to make repairs to their switch and track which put service into question. They elected to make those repairs, only to find out that B&P decided to stop serving them. A few years of no traffic passed on the north end until summer of 2021, when storage hoppers began populating the long dormant track. These were SPMX hoppers bound for a cracker plant being built in Monaca, PA. In fact, they elders being stored all over the B&P, and South Buffalo Railway as well. As of January 2024, the hoppers have finally been fully emptied from the line and shipped out, leaving the feature of that portion of the Third Sub in question.
On the south end, from the time B&P abandoned it as a mainline, the track was cut back to just north of West Valley. At times, the line was also used for storage, but mostly sat empty. Unbelnownst to most people, in 2019 a project quietly began to rehab the south end for future usage, as the nuclear plant in West Valley had struck a deal with B&P to have their waste soil shipped out by rail. Funny enough, one of my buddies who now works for CSX had been touting the idea of how cool it would be to see trains again on the Third Sub back then. I told him he was nuts, but I'm happy to have been wrong. On June 24th, 2021 the inaugural train to West Valley ran. My buddy again just happened to be down in Salamanca for SIRI that day when he noticed extra power and nuclear waste containers heading north. Thankfully they had work at Machias first that day which allowed me to race down and intercept them before they would turn north onto the Third Sub for the first time in over ten years. An eventful and historic day which set in motion a multi-year plan for this clean up effort. In that way, the south end of the Third Sub is at least safe for now.
What wasn't safe, however, was the power seen here. GP9s BPRR 926 and 887 were recently sent to be scrapped at Kovalchick in Homer City, PA last week (February 2024). The two geeps, sometimes split up and paired with an end cab, were the mainstay power for SARE throughout the first half of 2023. They would ride down on BFSI out of Buffalo at the end of each week, then be set out by SIRI's crew come Monday morning, along with the nuclear waste cars. The geeps were sidelined in August 2023 and sat for months until taking one final ride this month. I managed to shoot them on four separate chases of SARE during the early months of 2023. This one in particular was merely a detour on my way south for a musical rehearsal. It is without a doubt my favorite shot I've taken at this spot, and only possible for a few months while the trees are barren. As always, shoot what you can while you can. Here today, gone tomorrow.
Featuring:
Thomas Day - Risk and Compliance Consulting Partner , BFSI Risk Management & Regulatory Compliance - CRO Initiative, Tata Consultancy Services
Vijayaraghavan Venkatraman - Global Head BFSI Risk Management & Regulatory Compliance - CRO Initiative, Tata Consultancy Services
Carolina Thomaz - Chief Risk Officer, Sygnum Bank AG
Stefano Biondi - Group CRO, Banca Mediolanum
Same location as the previous picture, different season. SD45E #459 and two others with SW1500 #1510 along for the ride on BFSI at East Salamanca, NY on March 6, 2010.(bprr8943p)
It was like any other day in office and as usual, I was glued to my laptop until my phone buzzed at 10 A.M.
“Sanjeev, come to my cabin, NOW” my reporting manager shouted from the other end.
I rushed to his cabin. However, before entering I peeped in through the glass window, he looked furious and upset.
Before I could enter and close the door, he screamed “Sanjeev, I want you to fire Pankaj immediately.”
It was an email from Neha Desai, our training manager. She had sent an email to Raj, our VP-HR with CC to all C-Level Executives, accusing Pankaj of sexually harassing her during their tour to Ahmedabad together. She demanded an immediate action against Pankaj or else she would file a police complaint.
“Pankaj, don’t pretend. What did you do with Neha in Ahmedabad?” I asked him angrily.
“I didn’t do anything to Neha Madam. What are you talking about?” he said innocently.
“Pankaj, Neha has filed a complaint against you sexually harassed her. I have instructions to fire you”, I informed him.
With tears rolling down his cheeks, he began, “That day when we reached Ahmedabad…”
“Don’t hide anything. I want to know everything”, I interrupted.
He could barely speak. He took two hours to narrate the entire incident.
Sexual Abuse of a Man at Workplace
“The day before our departure to Ahmedabad, Neha Madam called me to inform that instead of her team member, Pooja, she would come along with me as Pooja was unwell. She asked me to wait near Kingfisher counter. Our flight was at 7:40 am. I reached the airport at 5:30 am and madam came by 6 am. After going through security check, we learnt that many flights were delayed or cancelled due to fog. Our flight too was rescheduled for 8:45 am and then for 10 am and finally was cancelled. Upon our request, the staff agreed to accommodate us in next flight at 3:15 PM and boarding passes could be collected at 1 PM.
Read more Sexual Abuse of a Man at Workplace
She ordered for coffee and asked me if it was alright with me if she changed into something comfortable. I said that’s alright. Within 5 minutes, she came out in a red colour nightgown. While waiting for coffee, she tried to probe into my love life, bedroom life, etc. After coffee, when I was about to leave, she held my hand and said she was scared of sleeping alone and if I could share the room with her. I declined but she advanced on me and started kissing saying no one would ever come to know. I was terrified. I prised myself away and ran towards the door. She yelled at me that no one ever refused her, not even CEO. Then she threatened me of dire consequences if I didn’t submit myself to her. I pleaded to let go of me. She laughed, looked at me sarcastically while I was leaving.
Induction program went very well. After lunch, she requested if she could use my room to change her clothes for her scheduled flight to Bangalore at 6 PM. I agreed. She then asked me to come to the room to finish last night’s pending work. I ignored and told her to submit my keys at reception when she is done. She left fuming.
I was revolted, more by the fact that it was impossible to present any proof of Pankaj’s innocence.
“Let me see what can be done”, I assured him. And we walked out of the conference room.
I fixed a meeting with Raj after half an hour. I asked Pankaj to accompany me.
“Sir, he is Pankaj”, I introduced.
Raj fixed me with a fierce gaze. “Sanjeev, what is he doing in my cabin? Why is this pervert not fired yet”?
“Sir, we need 5 minutes of your time. That email is bogus. You must hear him out as well. Please, Sir. Just 5 minutes”, I pleaded like anything.
“Okay, tell me and stick to objective”, he said, turning his focus back to his laptop.
And then he begins to type something on this laptop as if he is least interested.
Pankaj narrated everything again. Once he finished, Raj asked him to leave and told me to sit.
“Sanjeev, why are you meddling with the things? The decision has been taken. Pankaj needs to go”, He told me.
“Sir, he is innocent. He has a family to look after. We need to give him a fair chance”, I justified.
“Innocent? How do you know that? Maybe he is creating a story. For a moment, even if I believe what he is saying is right then what? Who else will believe his story”, he countered.
“But sir, as Pankaj said and even I have heard from few employees that she sleeps with others in organization…” I said before he interrupted.
“Sanjeev, you have lost it. No one will come forward to give statements against her. Pankaj could have done what others did. What’s so big deal? Look we don’t have time to waste. If she goes to the police, it will affect the reputation of the organization. It’s not worth a risk for a junior employee. Let him go. You will get better people. There are many available in the market”, I explained.
“Sir, he belongs to a very poor family. He is the only breadwinner in the family. It will affect their economic condition. I am sure, we can do something”, I requested him.
“Alright, give me time to think. I will get back to you by tomorrow morning. Let me speak to Neha and our CEO”, he assured me.
Next day morning, as soon as Raj reached the office, he called me into his cabin.
“Sanjeev, I spoke to our CEO and Neha. Considering his financial situation, Neha has agreed to take back her complaint, provided Pankaj give her written apology. We must give him a written warning for insubordination of his senior. There must not be any complaint against him. One more complaint and he will be out”, He pronounced.
Pankaj wrote an apology to Neha. I gave him a written warning. A copy of the warning was placed in his personal file.
Within next two months, Pankaj got a new job and he moved out. Neha has also left the company. I also moved out of the organization for another assignment.
This incident made me ponder that even males could be a victim of sexual harassment. Our society doesn’t endorse. We have no legislation to cover sexual crimes against men. Sexual relation is a personal choice. Forcing anyone into a physical relation is rape.
With this tale, I am neither denoting that all females in corporate are Neha nor endorsing that all males are Pankaj. This world is full of good and bad people of both sexes. Let’s not be biased and let’s not judge someone blindfolded.
What would you have done had you been in place of Pankaj? Please share your feedback and experiences.
About Us
With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.
As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.
As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.
Contact Us
Sanjeev Himachali
Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006
Contact No: 9975689991 8149007976
Email : sanjeev.himachali@ecliptichr.com
Website: www.sanjeevhimachali.org
I was in a meeting when my mobile buzzed. A closer look flashed the name of Kabir. I excused myself from the meeting and answered the call, “Hey, Kabir. How are you? Tell me, what can I do for you? How come you thought of me at this moment”? “Sanjeev Sir, I need a career advice from you”, he said. He needed a career advice through a phone call at this time of the day. It was very confusing. “Kabir, right now I am in a meeting. Let’s meet at my place at around 7 PM. We will discuss it there”, I suggested. “Okay, Sir. I will be there sharp at 7 PM. Thank you”, he reconfirmed.
Kabir and I stay in Hermes Heritage Society, Pune. He is 32 years old. His marriage is scheduled in less than SIX months from now. He is staying with his parents. Kabir was working with a leading Infrastructure Development Company as a Project Manager. Few months ago, he had joined a mid-size Business Process Outsourcing (BPO) Organization as Vice-President Operations.
He reached my flat at 6:45 PM. As I got freshened up, Shraddha made coffee for three of us while Kabir waited in our drawing room. After exchanging greetings and daily pleasantries, I asked him to share his concern. “I need your help in finding me a new job. I am willing to compromise on my current compensation package”, he said.
You can read Organizational Culture Another Dimension of Human Relations
“Why do you need a new Job? You joined you current organization around FIVE months ago. You seemed very excited about it. Your compensation package was also met, without any negotiation. You are a part of the leadership team. So, why do you want to change?” I asked curiously.
He took a deep breath and said, “Sir, you are right. They have given me good package and benefits. I am in the leadership team. I have great opportunities for growth. But the route to encash those opportunities are very weird. The organizational culture is not good. It is much more complicated and complex than the plot of any daily soap opera”.
“Hold on. Career Opportunities, Organizational Culture, and Daily Soap Opera, I don’t know what you are trying to say. Please elaborate?” I asked.
He explained, “Our organization is privately held. We are 200 employees. Last year, our total turnover was 50 million USD. I am heading the Operations Team of 37 employees. Anish Jain, 42, is Founder and CEO of our organization. His sister Anita, 37, is one of the FIVE Directors and look after legal compliances and approvals. Anish and Anita are well connected across political galleries. It is needless to say that no matter how educated and capable our employees are, these two take all strategic decisions. However, they don’t interfere in the personal life of one another. Our Leadership comprises of Anish, Anita, Yogesh (VP-HR), Rajeev (Creative Director), Sachin (Head – Digital Marketing), Sameer (Head – Information Technology), Sunil (Head – Customer Service) and me. Our Company allows family members to work together. Every week, CEO directs Department Heads to invite THREE employees from each team for an informal stress-buster meeting of leaders and team members on Friday nights at a pre-decided venue. Many HR decisions such as increments, incentives, promotions, employment terminations are taken in these meetings over drinks”.
“Priyanka, who was a girlfriend of Sunil, until last year, is now the wife of CEO Anish. Disappointed by this act, Sunil got involved with Anita, CEO’s sister and is also dating Rajeev’s wife Yasmin. As for Anita, she is also interested in VP-HR Yogesh but he never responded to her advances. Nikita, who is a girlfriend of Sameer, also has romantic relations with Sachin. Over last few months, CEO developed liking for Sachin’s girlfriend Madhuri as well but he doesn’t want them to break-up in order to remain clean in his wife’s eyes. Hence, Sachin is offered expensive perks, bonuses, and rewards for no reason related to his job and performance”.
“Each Department Head needs to invite THREE of his team-members to the Friday evening party. The hidden ugly motive of leaders behind such meetings is to find themselves a companion to spend a weekend with, unethically.
I asked, “What is the role of Yogesh, VP-HR? What does he do in the organization? If most of the decisions are taken my Anish and Anita, and the culture is so shoddy then why does your organization need HR?”
He continued, “Usually, after Friday parties, some of those chosen team members, either resign out of exasperation or they get terminated for refusal to leaders. As a result, some of them file a legal case against the organization. The role of Yogesh is to manage employee separations, hire new employees, and face litigations and execute instructions issued from leaders.
“Sanjeev Sir, I am not able to turn a blind eye to such to organizational culture. It’s beyond my understanding of human relations. These are not my learnings, values, and ethics. Out of 37 members in my team, 18 are females. I haven’t yet invited any of my female team members to these parties but I can’t avoid for long. I don’t want my team members, especially females, to encounter this filth.
Others have started taunting me, saying ‘I want to keep all girls to myself’ or that ‘I belong to old school’, etc. For last few weeks they have been insisting on inviting Anshita, my fiancée, to the party. I have been making one excuse or another. I don’t feel like going to this office anymore.”
I have no doubt that there are such organizations. These organizations do not have long-term vision or strategies. Finding a new job for Kabir at such short notice was a challenge. His marriage was scheduled in few months. He was getting depressed. I asked him to share with me his updated profile along with his expected CTC. I also asked him to explore with his last employer, where he had worked for SIX years.
Maybe because of his good deeds and clean heart, last week he got a new job offer. The compensation package is less than his current package by 20% but he is more than happy to get this offer and will be joining them next month. He will be getting married soon.
Organizational culture is an important aspect for the growth of any organization. When business experts say that over 89% of start-up companies fail within three years of the commencement and less than 0.01% become billion dollars organizations, probably they take into consideration the organizational culture. Successful organizations are focused and value-based organizations. For them, core values are much more important than few pointers documented and posted on organizational walls.
The organizations such as the one where Kabir was working and bosses like Anish and Anita are unlikely to fade away. A large chunk of people of both sexes, caught in wide mouthed unemployment, are willing to compromise to get jobs and growth.
How would you have responded to this situation? Please share your stories and experiences.
About Us
With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.
As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.
As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.
Contact Us
Sanjeev Himachali
Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006
Contact No: 9975689991 8149007976
Email : sanjeev.himachali@ecliptichr.com
Website: www.sanjeevhimachali.org
A couple of weeks ago I went to attend an event organized by one of the HR Forums – “HR Enlight”. Dr. Pawan Agrawal, a speaker, author, and educationist, who has done extensive research work on Dabbawala’s, titled as “A Study of Logistics and Supply Chain Management of Dabbawala in Mumbai" was the keynote speaker of the evening. He has delivered over 500 talk sessions across the globe. Well, this story is neither about “HR Enlight” nor about “Dr. Pawan Agarwal”. This story is about Dabbawalas and corporate lessons we can learn from them. Let’s first understand the basics –
WHO – Mumbai Dabbawalas is a group of over 5,000 individuals, brought together by a common mission of carrying homemade food for over 200,000 customers across 60-70 KMS in Mumbai region. They must not be confused with caters because they don’t cook food for clients. They just carry food from one place to another and return empty boxes back. They have a customer base of over 250,000which translates into daily transactions of 500,000 turns. Annual transactions are 156,000,000 (156 million) with an accuracy level of 99.9999% (as per Six Sigma Study Report) and On-Time-Delivery of over 98.5%.
WHAT – Mumbai Dabbawala’s carry homemade food from the houses of customers, deliver it to them in their offices before lunch hour and then carry the empty tiffin boxes and drop at their homes.
WHERE – They work in the financial city of India – Mumbai. They provide their services within a diameter of around 60-70 KMS.
WHEN – Dabbawala Service was started in 1890 by Mahadeo Bhavaji Bachche. In the beginning, it delivered food to a British officer and a Parsi Banker, however, soon it transformed into a flourishing business. Bachche started a lunch delivery service with a hundred men working with him. He informally unionized the Dabbawalas in 1930. In 1956, a charitable trust under the name of Nutan Mumbai Tiffin Box Suppliers Trust was registered. Mumbai Tiffin Box Supplier’s Association is the name under which the commercial arm of the Trust was finally registered in 1968.
WHY – A question is often asked, WHY people in Mumbai cannot carry their lunchboxes? Why do they need someone to carry their tiffin’s? In Mumbai, due to heavy traffic, it takes long hours to reach office. If someone needs to travel for 35-40 KMS to reach his office by 8 AM, he must start from his home at least by 6 AM. Longer the distance, earlier he must start. So, if he has to start at 6 AM, his wife or mother must wake-up by 4:30 AM to prepare his breakfast and lunch. Food cooked at 5 AM will be eaten by the person during lunch break at 1 PM. The cold food doesn’t taste good nor is it healthy for the body. Moreover, it’s strenuous to travel by overcrowded local trains with one hand on office bag and other holding lunch box. That’s why they use the service of Dabbawala, who pick-up lunchboxes at 9 AM and delivers to the customers by 12:30 PM. The clients of Dabbawala’s are average middle-class people who cannot afford to eat outside food, every day.
HOW – These Dabbawala’s carry lunchboxes barefoot, in a carter over their head; they use bicycles and local train services. They use a complex coding system to identify each lunchbox. The coding system comprises of colours, numbers, symbols and alphabets. Every resident pickup group is given a code, which is an alphabet or combination of alphabets. Destination station is identified by a symbol. Destination pickup group is given a code, which is numeric. Destination Address is given an Alpha-Numeric code. For resident coding and destination coding, different colours are used.
Each Dabbawala is governed by THREE principles – Work is Worship; Customer is God, and there is no substitute for hard work.
One might argue that carrying tiffin’s from one place to another and to return them is quite a simple task, what makes it so distinguished and what’s there to learn from it. Well, learning lies in the complexity of the system. To add to the complexity is the education level of these Dabbawala’s, most of them are illiterate, and who cannot even explain the address of their customer to a stranger. They work in many-to-many structure and yet deliver lunchboxes to their customers accurately, on time, consistently, every day, and day after day.
You can read Management Lessons From Mumbai Dabbawala Part 1
Management Lessons From Mumbai Dabbawala Part 2
Please share your views.
About Us
With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.
As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.
As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.
Contact Us
Sanjeev Himachali
Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006
Contact No: 9975689991 8149007976
Email : sanjeev.himachali@ecliptichr.com
Website: www.sanjeevhimachali.org
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SD45E #462 leads 3 other units south on BFSI as it crests a grade on the ex-Pennsy Buffalo Line at Holland, NY on November 5, 2011.(bprr8944f)
After narrowly missing him at CP SOUTH WALES and Holland, we came across this spot, and decided to make the 6/10 mile run down to shoot the signals, and then run back up to the road another 6/10 mile beside the train. The position lights are still active under B&P dispatch, but rumors are flying that they will be deactivated in the near future...
Looking great for a tower that has been closed for several decades, AD tower still guards over the junction between the former BR&P lines to Rochester and Buffalo. However, today the line to Buffalo has been reduced to an industrial spur that ends a few miles north of here. The Rochester main still survives, but now ends at Machias where it connects with the ex-PRR Buffalo Line. In this scene, BFSI-25 rushes south past the tower bound for Salamanca. Headlight flares reared their ugly head in this early morning shot, but I tried my best to correct them.