E-Paper
There is a plan, but no officers
THE MOVE for the revival of the British India Corporation Limited (BICL) has been made. The revised Modern Draft for Revival Scheme (MDRS) has been submitted to the Board for Industrial and Financial Reconstruction (BIFR) for consideration. But, if BIFR approved the plan, the million-dollar question is , who will implement it? The reason: Most of the key posts have been lying vacant for a long time.
THE MOVE for the revival of the British India Corporation Limited (BICL) has been made. The revised Modern Draft for Revival Scheme (MDRS) has been submitted to the Board for Industrial and Financial Reconstruction (BIFR) for consideration. But, if BIFR approved the plan, the million-dollar question is , who will implement it? The reason: Most of the key posts have been lying vacant for a long time.
Sources informed that if experts were not appointed at the key positions soon, the new revival scheme may meet the same fate as the earlier revival scheme of 2002.
The sources, speaking on condition of anonymity, said that the revival scheme-2002 could not achieve the desired results due to lack in continuity of BICL management. Revival was underway but sans any permanent chief managing director (CMD), director of finance, director, technical and chief vigilance officer.
Although now the chief vigilance officer has been appointed and Commissioner, National Handlooms, VK Goel is holding additional charge of CMD, BICL, other key posts remain vacant. At the same time, pending revision in the salaries of BICL officers for more than 15 years has demoralised them.They continue to be paid in accordance with the Third Pay Commission recommendations , which were effective from 1989, putting them in the list of the lowest paid officers of any public sector unit of the country.
Sources said there was not much of a difference in the salary of the general manager and his peon, as the latter’s salary was revised in October 2005 and converted into time-scale from daily basis.
In such a scenario, expecting hundred per cent results from them, without any increase in their salary, would not be feasible.
The sources also said that the mills had composite production units, which needed proper management and regular inflow of raw material for quality production.
