I decided to call a Monthly Review meeting to decide next quarter plans with all DGMs of different offices in the country. It was organised as a residential meeting in a hotel where many stayed bearing the cost. Meeting expenses were borne by the Head Office. It went well and all explained their plans in detail and targets were set for individual units. This was their first experience and also an opportunity to talk openly and seek solutions. Director (F) joined late and hardly gave any suggestions as a result of not getting involved. Units started working with new enthusiasm and as a result our first Minister Review Meeting went well when good progress was recorded.
All these days I was maintaining austerity in office and even managed with old washed curtains, never offered more than a cup of tea, never stayed in Five Star hotel as per entitlement, travelled only in economy class and used the old car and later a hired car when it needed expensive repair and got it disposed off through auction. But this was not appreciated by most officers while other employees were impressed and unions found it difficult to rally against me while AGM (Personnel) extensively cited my example to keep them under control. I ensured that old dues of all employees were paid in small installments depending on availability of funds. Employees movement was "Let us save our Company for Next Generation" coined by them and it gave me immense satisfaction.
In all offices I held meetings with unions for limited hours with an agenda prepared by the center head where business and difficulties being faced were spelled out. Also perspective plan of action along with schedules of different dues payments to employee, contractors, material suppliers and government were clarified and an impression was created on employees and unions that when a business is run all interested parties need attention, which was a new approach rarely spelled clearly in PSUs, particularly in this company, making employees unaware of this fact and they live with ever increasing desires.
In the beginning center heads thought it to be a flash of thought, but appreciated subsequently when it gave them a tool to contain dissatisfaction and bickering in employees. They could take care of all liabilities against agencies and suppliers using the installment payment system after ensuring employee satisfaction. Employees pressed for long back dues payments, which I ignored and left it to individual heads to devise strategy and implement. I often suggested all heads to remain in contact with each other and adopt some solutions being implemented. Some insincere types and indulging in wrong practices faced more problems and even disturbed the tranquility of other places through their close contacts which were reported to the technical cell, and the majority of cases were ignored by me. Director was indulgent and sought my mediation, which I declined having doubts about his planned involvement, which was again nothing unusual in sick organizations.Our progress was smooth and on a rising curve and many good words were flowing from Minister and ministerial friends to the extent they referred some cases for employment for known persons, and I politely declined with a smile making it clear that we were not that well off. Similarly I declined facilities ministry people. I ended my first year with no comments from CAG. I loved it as I could concentrate on my work.