Need of motivated Directors in PSUs
BJP should appoint a sufficient number of motivated directors, independent or otherwise, in the PSUs and other institutions to implement its policies. A few examples are given below.
1. All BJP members and sympathizers, who are knowledgeable about it know that there is a strong lobby to continue to import coking coal, while low grade coking coal (known as NLC – Non Linked washery Coal) is being used for power generation on the ground that yield is very low (less than 20%) whereas Tata Steel is getting 40% yield of coking, semi coking and blend-able coal from the same (low grade) raw coal. The situation will not be rectified until there are sufficient motivated directors both in Coal India and Steel Authorities.
2. There is a strong lobby to continue to import small training aircraft (e.g. http://www.wsj.com/articles/SB10001424127887324103504578374100123496458) though the Indian laboratories (Hansa) and public sector companies (HAL HJT) have demonstrated the capability to build such aircraft in India. The situation will not be rectified until there are sufficient numbers of motivated directors (independent or otherwise)
3. Many public sector undertakings (like NAL, SAIL and IREL etc.) are not keen to diversify into products that can contribute to import substitution for defense. The situation will not be rectified until there are sufficient numbers of motivated directors (independent or otherwise)
Same thing applies to PSUs related to many other fields where indigenisation is possible. more
1. All BJP members and sympathizers, who are knowledgeable about it know that there is a strong lobby to continue to import coking coal, while low grade coking coal (known as NLC – Non Linked washery Coal) is being used for power generation on the ground that yield is very low (less than 20%) whereas Tata Steel is getting 40% yield of coking, semi coking and blend-able coal from the same (low grade) raw coal. The situation will not be rectified until there are sufficient motivated directors both in Coal India and Steel Authorities.
2. There is a strong lobby to continue to import small training aircraft (e.g. http://www.wsj.com/articles/SB10001424127887324103504578374100123496458) though the Indian laboratories (Hansa) and public sector companies (HAL HJT) have demonstrated the capability to build such aircraft in India. The situation will not be rectified until there are sufficient numbers of motivated directors (independent or otherwise)
3. Many public sector undertakings (like NAL, SAIL and IREL etc.) are not keen to diversify into products that can contribute to import substitution for defense. The situation will not be rectified until there are sufficient numbers of motivated directors (independent or otherwise)
Same thing applies to PSUs related to many other fields where indigenisation is possible. more
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Aug 05
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Jul 29
May be this is to do this Civil servants who are controlling these PSU and also on board, who have vested interest of making foreign trips and lean in favour of overseas suppliers for personal gains. The whole system is corrupted by these civil servants with deep roots and they need to be made accountable so that things can improve JAGO BHARAT JAGO more
Feb 02
Govt must stop entrusting technical Industries to non technical persons like IAS cadre. Technically competent persons to be engaged with the functional responsibility of Govt. public sector technical enterprises. more
Feb 01
1. I fully agree with Dr. Sarkar about the problems faced by honest and hardworking staff in PSUs. Only week and pliable or outright corrupt staff members are promoted/posted in critical posts. 2. In the name of merit, arbitrary promotions are effected demoralizing the performers. There are no Administrative Tribunals to challenge injustice and going to court is costly and time consuming. Even polite disagreement on questionable practices, will lead to unfavorable transfers and punishment posting in dead posts which are even created specially. A GM of PSB was posted and attached to a bank branch with only one staff but a state jurisdiction for business development. He was later re-transferred to HO on the last day of the CMD's tenure. Such whimsical actions have become very common. Promotion policies are deliberately designed with loopholes to suit arbitrary promotions. 3. Tenders are tweaked to suit select companies and DIT has become a favorite arena for looting PSUs and particularly banks, as this is a highly technical and ever changing area. Powers of others departments are frequently encroached by corrupt departments with the blessings of higher level executives. Procurement Policies are kept deliberately inconsistent and weak to give favors and provide escape route for the corrupt officials. It is big joke that a PSB was having two Procurement Policies for two departments and these are under wraps so that even the concerned staff will not have access. 4. Over the period, Vigilance organisation has been systematically weakened by reducing strength,by centralizing vigilance staff to deny information, by reducing their portfolio and by manning it with cronies. Unless the Government signals its determination to promote honesty and efficiency by posting clean and efficient Directors including MDs to these PSUs, they cannot be improved. Privatization in non-critical areas is also desirable. more
Feb 01
