I am late and apologise profusely as I enter The Grill at the Taj Mahal Hotel, Delhi. Nitin Prasad, chairman, Shell group of companies in India, is sitting patiently, with a glass of sparkling water. “No issues,” he says softly. “We are here now.”
This is my first meeting with the 40-year-old Prasad, who was placed among the Fortune 40 under 40 last year, and considers turning around the company’s lubricant business in India as his defining assignment.
Before we realise, we are discussing Shell’s new strategy in India.
That was in late 2011, and he started out by changing
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