One day I received a transfer order to IISCO Burnpur as DGM (Personnel-Works) to sit inside the plant office and status of number one in my function was gone. This was irritating to me but nothing could be done. I only consoled myself with some words as under:
"Fighting negative thoughts amplifies them. Accept your thoughts and you will find your way."
"Life invariably gives you what you want, but it doesn't always throw it into your lap."
There were broad hints for the last few months about my transfer to Burnpur Steel Plant, the main plant and Kulti Works was made a production unit for Growth Divisions, Kolkata with an ambitious plan to manufacture large and important components and spares. The plan was to use facilities already available and do some modernization by adding new machinery and other essential equipment. One Director was made in charge. But later on converted into a dumping area out of organizational politics and manipulation. The Head of Growth Division was the senior most Executive Director from IISCO cadre so that coordination could be easier and effective. The arrangement was also to use large engineering shops to enhance capacity which was treated as interference by different steel plant management and all of them thought that it was a type of disturbing the ownership. The Growth Division came out with a list of items to be manufactured and asked all steel plant engineering shops to select items to accept for the same. Interestingly all four major steel plants responded to non availability of capacity on which Corporate Office gave a ruling to compulsorily accept items shown in different lists for separate plants which they processed with hesitation and very late making all exercises futile. ED growth division met them in person with all and they explained that this would not be accepted and even if forced tremendous delays could occur. Finally ED retired and the new incumbent started chasing in a routine manner and got some items made in the name of Growth Division to be used in the same plant. Eventually Kulti works to manufacture Ingot Moulds of lower sizes and Bottom Stools for steel plants. GM Kulti Works always ignored the authority of the ED Growth Division. The plan of the Corporate Office failed within a few years.
Once again I had to stay in the company guest house in Burnpur in one room. It was a better organized place and staff was more caring and disciplined which was a cultural strength of the place as narrated several times by my ED in MEL. We became comfortable after a few days when another person, GM(Raw Material), joined us from Rourkela Steel Plant. My technical background was used by management to put me on many committees on critical problem solutions where my fairness and firmness was helpful to protect company interest. Many times my stand was vitiated when top management wanted to decide in personal interest or group benefits. Sometimes I thought that my destiny had pushed me from fire to frying pan.
Again limitation on stay in Guest House became applicable and I started searching for a suitable house in the colony. The Town Administration found one and I decided to move. Five six people were staying in servant quarters and we decided to keep them working as they were serviceable and well behaved. They turned into a family support quickly.
I started working in the plant from day one and dealt fast with papers and problems which were unknown to my subordinate and also persons above who in general were in a habit of nursing problems till they were forced to solve mostly against the interest of the company. I had a dual reporting system, one to GM (P&A) and another to ED (Works). Generally GM(P&A) interacted with ED((W) and I was looking after work areas. GM(P&A) was fedup and one day he instructed me to deal with ED(W) who generally did not care about my being there.
ED (W) received a Strike call from Union on Contract Labour issue when he called me to discuss. After a brief discussion I asked him, "Sir, what exactly do you want to do? I can see that management has all these days been avoiding paying enhanced rates of payment to labourers when contract value has increased and we have been tolerating this. It will be better to call both Union and Contractor to make them negotiate and decide and we must remain impartial."
"You want to say that we have deliberately allowed this and waited for the Union to serve the notice. How can we take such a soft approach as proposed by you?" Dutta retorted and his other senior officers nodded. I kept silent for some time so that all of them could discuss this till lunch time and all went home to take lunch. I informed the GM(P&A) about the meeting and told him my suggestion. He kept mum and finally said, "ED(W) is the man behind this notice and you have put him under duress in the very first case. He will go and talk to MD before going to the plant after lunch and we have to wait how MD takes up the issue."
ED(W) came back after lunch and called me to his office and said, "I have talked to MD and he wants us to follow your advice. You should understand that now the ball is in your court and you may call Union to your office and discuss. I will keep away as the notice has been served to me and the MD also wants it to be so."
"All right we shall do the needful and see that the notice is annulled." I replied coolly and I could see the blank face of the man who was thinking perhaps, "How daring this man could be?" He must have apprehended my failure at the first instance as he was inciting both the parties not to agree and also my subordinate to create a hurdle; this became clearer in the first meeting itself. In the next meeting I came heavily on the contractor to get examined all previous wrong practices and send a black listing proposal to management or otherwise he must be fair to labour. The contractor agreed to pay more and I also curtailed the higher rates proposed by the union. The Union sat silent on notice and I kept my finger crossed till the last day and didn't utter a single word to ED(W), who otherwise was getting all the information but for the exact solution arrived at which I took along with Union and a contractor with red light on the office door. ED(W) called me the day before and asked me the status. I informed him. "I have given a proposal to both union and contractor and wait till tomorrow with all preparation to operate the plant under strike as they may ditch at the last moment." I kept ED guessing and normal work continued on notice day also.
ED(W) complained to MD, "Sir, DGM(W) kept me guessing till the last moment and he never informed me of the progress of the talk. This is serious and bad."
MD and GM(P&A) together called me to explain and I replied, "It is not correct as I had told by ED(W) to be prepared for working under strike as I could not be sure whether both parties will agree or not. The situation is more precarious if management representatives keep inciting. I could gather that the notice is a joint move by the union and contractor to get an enhanced rate in contract and I have threatened them for getting checked all deals and taking harsh action."
"How can you make such wild allegations and conclude on notice the way you have said? I don't agree with you." I kept silent and after some time we dispersed.
Later in the day the GM(P&A) said, "I agree with your observation and I opposed you before MD so that he doesn't clash with ED(W)." I smiled and moved on.
I engrossed myself in the regular working of Steel Plant and quite often took a walk through the working shops which was not liked by many heads particularly after my "Crow Killing" act on the first strike notice by union which was a method of warding off crows from the crops in the field by hanging on crow imitation made from hay and hanging on a long bamboo stick or pole. Crows anticipate danger and keep off the field and crops get saved. Mostly thought that, I could perceive the problems in depth in interactions without debating much and nailed the issue fast keeping all guessing.
IISCO had few options as products of this plant were mostly of special type and a lot of effort was needed to sell them. Plant was dependent mainly on Foundry Grade Pig Iron sales, which was selling hot cake and many times shortages in the market were reported. This plant didn't have freedom to increase prices under government directives and suffered even in boom periods as that used to be hay day for private producers; economy was always under shackle and politics was more important than industrial output.
This was also adversely affecting the day to day working as unions affiliated to different political parties were putting undue pressure on managers and disturbed peace and harmony; which was a big challenge for the Personnel Department. Management also pitched debates and discussion for a long time on each and every issue. I felt very sad in my private thinking even sitting in an office chamber and it was many times questioned by visiting subordinates and employees, who would surmise not to worry as things have been happening the same way for long. Inside I dreamed, "If any time I happen to lead any organization, I must lead in front and do positive for the company and improve the lot and luck." I got engaged to start the job in front.
I was made DGM in Charge instead of acting GM(Personnel) a game plan of MD and GM and was nothing new for me.. I was summoned by MD after a few days to discuss a date of birth change file being chased by one old veteran AITUC leader and also Secretary in the place. MD at first smiled at me and uttered, "You have rightly rejected the claim but it may be further challenged by some of them as your predecessors altered many birth dates as a personal favour to Union Leaders.
"You didn't question or object. You must have agreed to clear that." I enquired.
MD smiled and gave no reply. He further said, "You have to reply to the Union some day." I didn't respond and walked out.
One day there was a heated exchange of words between MD and ED. Within days there was a reshuffle and a new MD joined from RMD, Kolkata and MD was moved to Corporate Office as Director (Project) in Delhi. Also ED(W) was moved to IISCO Kolkata office and a new ED(W) from Rourkela joined. I knew none of the two new people and kept working as usual.
New MD was not having a good reputation and one school friend narrated stories about him during my Delhi visit, which was very negative. I was certain that he would try to put me in trouble if he knew about my school friend and I readied myself to deal with the troublemaker in my own way.
The Chief Law Officer came to see me one morning before meeting MD without my knowledge and was called directly by him. He said, "Sir, MD has called me to justify some decisions legally which are illegal and can go for serious enquiry in future. This is about investment in some other companies in the name of supplies of materials and equipment. I don't find it justified and I don't know how to go about it. Please suggest some way out."
This was my first interaction with CLO and I was not sure about his capability and integrity towards me. I cautiously replied, "Please take a stand on what is legally correct. MD is in the habit of giving threats and pressurizing for even wrong things to get results and to gain in person. You may also get a threat like harassment or transfer etc, and you should remain firm. We know a lot of power is vested in him, but that should not deter you from a right stand. Later we will see what could be done."
He replied, "I am not bothered about getting transferred and I can manage."
Later I was informed that the first question he had to reply was why he was in my office. His reply that I was his boss brought an unusual reaction that CLO may be made to report directly to MD. Next time when on tour to Delhi I met ED (Personnel) who informed me that MD sought my transfer from IISCO from the Vice Chairman who in turn advised me to keep cordial relations with MD. I was also told that he has got posted to IISCO with political influence. I was not scared and started working with great care and responding to MD's quarries only when asked abandoning my previous proactive approach. "In fact I was contemplating to get myself transferred to some other place as this was becoming too heavy for me."
"Courage touches the lives of those who hold it" and "Patience is the name of the game" were two thoughts which pervaded my mind constantly in present situation I was passing through when all odds seemed to accumulate against me as a consequence. Two-three highly greedy persons gathered among the weaker population who were mostly struggling for their survival and supported by a group of greedy union leaders; I never visualized earlier. I had to carry on before I could change to another organization; which was difficult when I had worked many years in such sick companies. I didn't allow my spirit to die and focused on working within rules and protecting employees' interest with all might and vigor, deciding not to deviate at any cost. This carved out a way for me as many right thinking officers and insignificant union leaders came to my fold. Also I painfully gathered support of Personnel Department executives from all levels interacting with them directly over phone or otherwise.
I called my HRD manager and planned many Executive and Management Development Programmes and gave introductory speeches mentioning the need of service to employees in their own realms within all limitations. I was aware that many Departmental Heads didn't like this progressive measure. I approached them in person to convince them of the advantages which would be helpful to all and persuaded them to take part in this activity. It went on for a few months when I started getting positive feedback from my HRD manager.
"You are wasting your efforts and these old people can't improve and change. We are thinking of deploying contract laborers for all new projects."
"HRD is also an important activity in Personnel Function and all top people must support to strengthen the working of the company" was my short reply without any ambiguity.
MD tried to sabotage the planned activity by misinterpreting to seniors in the Corporate Office and was not entertained. In turn I informed the Corporate Office about their plan of engaging contract labour in large numbers against the existing embargo. Environment became quite challenging everyday and I was the only person opposing wrong moves in a silent manner and waited in the wings to be included in the team.
The Raw Material Department was den of corrupt officers and supervisors who connived with contractors to loot the company by manipulating deployment of laborers, giving undue overtime for the same jobs on records and the main renowned contractor was hand in gloves with top management obliging them with every kind of pleasantries. New MD wanted to enter into a pact with new dimensions. He demanded that a new incentive scheme be made ready for implementation, which was actually done by the Industrial Engineering Group under Management Services. It was going to be a controversial issue from the very start and, therefore, I requested one of the Industrial Engineers after persuasion initially refused. The scheme was made ready after discussion with representatives of contractors for smooth implementation and submitted to ED as directed by MD. One or two meetings were held but it was never finalized for implementation. The main contractor had entered into a deal where other smaller subcontractors didn't object as they got a job under this man. The style of management changed, the initial aggressiveness had gone after six months in position and MD became more polite towards me and started showing confidence in my working method and I for one proved my mettle.
Production also picked up and the plant was looking up mainly due to improved Foundry Grade Pig Iron and all attention was being paid. All of sudden MD came out with an idea of Installing Tilting Furnaces in Steel Melting Shop after removing one and it was going to be a project of more than 200 millions beyond the sanctioning power of SAIL Board also and needing approval of Ministry. The project was divided in several parts and phases and MD wanted to complete this within his tenure of slightly more than two years. It was a boon in disguise as I got some more freedom of implementing improved personnel practices which was welcomed by my group enthusiastically and hesitation of other executives to freely mingle with me had gone.
One major accident happened in Blast Furnace when a number of workers were injured and admitted to hospital for treatment. Workers were agitating and they were demanding many unwanted favors, which have been seen in most of such cases. Treatment was going on and work was disrupted for a day but the GM(BF) was respected in his department and managed to calm down agitation in a day and next day the furnace was restarted after thorough checking. Thereafter Unions started discussion with me which went on for a long time. I could pacify them.
On the day of the incident MD couldn't go to hospital to see the victims and I had to accompany him to the accident site. In the late evening MD telephoned me to get him to hospital and didn't want to use his official car easily identified in the township. I took him in my Maruti car and completed the visit almost at midnight. I was tense and a bit scared and some of my colleagues later didn't approve of my action.
I told them, "This is a taste of the acceptability of HR man by employees and they don't act against him if they trust. I am happy and will like to maintain this in future and be the last source of grievance settling."
But this was not the end of agony for MD when the second incident took place. One of the workers had a heart problem in the night shift and got admitted with the help of other workers in the hospital late at night. He was given medical aid and kept under observation. Next day tests were conducted which confirmed the ailment and the worker remained hospitalized for a few days. He got himself forcefully released from hospital one evening telling he was alright and joined back duty in the night shift to save earning and developed heart pain late at night. He was admitted again and preliminary check and drug administration was done on line of just terminated treatment and kept in ICU. Doctor on call was informed. The worker was accompanied by his 12years son to keep a watch on his needs. In the night he developed pain again and the doctor on duty came and tried to control it. The nurse sent an emergency call message to the specialist. The sick person got up to go to the toilet and returned back to bed. While trying to lie down on the bed he fell and collapsed and his 12year son could hardly hold him.
This infuriated workers and in the morning a large number of them entered forcefully in CMO's Chamber and damaged chairs, tables and much equipment and took over the acting CMO as hostage and raised many demands for better medical services, facilities and removal of CMO. It was obviously an expression of accumulated grudge against the administration of the hospital. I had some idea about the groupings and intergroup conflict in doctors which I tried to resolve and pacify by calling all doctors in one or two meetings. But CMO was adamant and was having support of top management people like GMs and above. I also tried to tell CMO separately not to be biased against anyone who was all his old colleagues for years. The Corporate Head of Health Services didn't interfere due to his own limitations and he didn't want conflict with MDs. However, after some time the Personnel Officer for the hospital got worried and wanted someone to be with him. I asked the DGM (Non-Works) to go to the hospital as he was an old person in this company and known to all employees. Augmenting the group was important and I wanted to try all possible measures.
The day was typical as the Parliamentary Committee was in the Town to see the plant activities. Workers wanted to walk to the guest house with the dead body which was stopped with force. We had one advantage on the day that local administration was with us and the Additional District Magistrate was himself monitoring. Next day passed and we gathered for dinner with Guests in Burnpur Club, the usual place to treat VIPs by company. MD received a call from ADM and wanted his presence in discussion with unions present in hospital which he regretted and in turn he deputed me with full authority to decide which he would accept. He ordered me to go ensure no commitment is made.
I reached the hospital where I could see a situation when any action could be taken with one order. The hospital was surrounded by CISF, which was encircled by workers and that was further encircled by local police forces including armed forces. I parked my car outside as per rules of the hospital and walked through the gathering with all apprehensions within and some amount of fear. I reached the main entrance of the hospital without any hindrance and was received by DGM who looked obviously shattered and further joined by CPM to whose greetings I gave a faint smile to indicate "take it easy". I reached the CMOs office room and greeted ADM by shaking hands and sat on the seat offered to me. I saw the shattered face of DY CMO and nodded to him, who was known to me because he gave me treatment for BP. There were 5-6 union representatives and the son of the deceased, but none from the recognized union and my strategy was set next moment. ADM , who was also tired of being there for the last few hours, started talking and straightway said their demand of giving jobs to the dependents of deceased employees prevailing in the company.
I replied politely, "Yes the company will give employment to one eligible dependent according to policy." I could see the relaxed faces of all and surprise on the faces of my DGM and CPM.
I further added, "There is a small problem that none is present from our recognized union with whom we discuss all matters in group. The decision can only be finalized in that meeting for implementation and I wouldn't like to make any exception to this which may upset working of the plant in coming days."
There were some exchanges of words and seeing my positive approach ADM intervened, "Management has agreed to your main demand and further added if for some reason management can't give employment to this boy, I will arrange for his employment."
An agreement was prepared immediately dictated by ADM which included immediate disposal of the dead body next morning. We dispersed and I asked the DGM to come along if he needed transport, which he declined and went with CPM. I came to the Club and reported the resolution which he could not comprehend readily and expressed happiness for resolving the problem. After the departure of the guests MD and ED once again came to me to know some more details which I gave them. MD warned that he would dishonor any agreement if not to his liking. ED remarked to see when time comes and presently we were comfortable. Once again I smiled and said, "Don't worry; I will take the responsibility to implement the agreement without harming the company."
This confused both of them further and a terse statement was given by MD with some anger over my overconfidence, "You're speaking as if you are the MD with all powers and I hope I can teach you a lesson of life and demolish your confidence. The Vice Chairman thinks you to be a very capable person and I will prove otherwise." I kept mum and went to my car after MD sat in his and gone. But I was not worried and my strategic approach needed no more sanction from MD.
Next day was a quiet day when all were busy disposing of the dead body and I sent all my senior personnel colleagues to ensure that everything passed smoothly. In the afternoon MD again called me after lunch and wanted to know the details which I was obliged to give, and after listening peacefully he uttered, "I was too harsh to you yesterday evening and couldn't follow totally as most of them gave me a fearsome scenario. They commented how such a tough situation could be resolved in a matter of one hour or so. But I want a FIR to be filed against the BMS leader who damaged the company property in CMO's chamber and face a long legal suit if need be."
Next day, the CPM union's Secretary landed in my office early in the morning and greeted me with his traditional smile normally followed by serious allegations. I greeted him and offered a seat, as I badly needed a discussion on the current issue. I offered him a cup of tea which he refused, another usual behavior by them as a matter of strict principle which his General Secretary has laid terming it as bribe and took only a glass of water.
He asked, "What did you do in the Hospital Case and we are told you have agreed to give employment to one dependent?"
"Yes you have heard rightly but the precondition is that it has to be acceptable to my negotiating Unions group." I replied.
"Now why should we discuss when you have given a decision and we don't want to be bad in the eyes of workers. You have decided and you may go ahead", he replied. I told peon to call the wife of the deceased workman and spoke a few words of sympathy. She gave me an application for employment and asked for a job for her son as written in the paper. I read it patiently giving more time than usual in my case and said, "Your son is a minor and as per factory act he can't be employed. We will see your engagement in the plant according to your education and experience etc. Right now I can see a possibility of you being employed as labor in some department where vacancy may be there which will be found out by the Recruitment Department located outside the plant. I am sending this paper immediately to them for early processing"
It was not acceptable to her and the case never came up before us. BMS leaders and TMC leaders were regularly giving attendance in local Thana as required and asked several times for withdrawal of the case, which we decided to end in the course of time without our intervention.
I was passing through a life full of conflicts and contradictions where leadership was always questionable and unreliable and all manipulators were combining. MD always tried to raise controversies and search out old files and cases to get revenge from his competitors in the past and rake up unnecessary fights which perhaps satisfied his ego. My thinking said it was a sickness of its own type, as after reaching such a position one should concentrate on a positive outlook to improve the company's performance.
The committee on promotion after some time in Delhi to consider promotion of DGMs to GM and I put up a request to MD to take care of me. Director (Personnel) later told on enquiry that MD never proposed my name. It was not unexpected and I decided to change job vigorously. Finally I found job in another PSU group in Kolkata silently and resigned from SAIL.