All these days I was maintaining austerity in office and even managed with old washed curtains which were giving way in several places, never offered more that a plain cup of tea, never stayed in Five Star hotel as per entitlement, travelled only in economy class and run the old car substituting with hired car when it needed heavy expense on repair and got it disposed off through auction. But this was not appreciated by most of my officers and 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. But I ensured that old dues of all employees were paid in small installments depending on availability of funds. Other senior officers also at least kept silent as some of them were taken to task by staff when they tried to debate on austerity practice by me. It was like a movement engulfing all in the process "Let us save our Company for Next Generation" coined by them only, 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 swelled desires. Again in the beginning even center heads thought it to be a freak 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 installment payment system after ensuring employees satisfaction, although 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 and some of the insincere type or indulging in wrong practices faced more problems and even disturbed the tranquility of other places through their closure contacts which were reported to my technical cell, and majority of cases was ignored by me. Director was indulgent and sought my mediation, which I declined having doubt about his planned involvement, which was again nothing unusual in organizations and more so a sick company like mine. Our progress was smooth and on a rising curve and many good words were flowing in 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 facilitating ministry fellows in travels by providing company hired cars, and avoided sitting in the ministry for briefest possible time making myself unapproachable, and generally asked people to come to the guest house for any discussion. I recall only once entertaining a Director in a hotel in Calcutta who was very helpful in all matters and didn't show any greed ever, although he also termed me a miser in this respect and quoted the name of other CMDs who were more liberal. I ended my year with no comments from CAG while many of them struggled with CAG sorting out comments year after year, exception being some huge profit making PSUs, not comparable to ours. But this peaceful working I loved as I could concentrate on my work with much austerity and simplicity, which also helped me sort out long pending litigations in mutual consent, again a great relief to all persons in the organization.