Resolutions s

7/28/2019 Resolutions s

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MTNL Executive’s Association

Resolutions adopted in All India CHQ Conference

held on 14 & 15th

Dec. 2012 at New DelhiAll the delegates showed their deep concern towards MTNL’s extremely difficult condition.

It was determined that MEA as an Association of concerned Executives’ have profound and

unwavering commitment towards ensuring viability of the Company, which has been a

strategic telecom institution and a princely possession of Govt and the peoples of India. It is

providing cheapest and the best telecom services to the esteemed customers as well as

employment to several thousands. MEA has been making all out efforts and struggling in all

possible ways to bring the Company out of very deep waters where it is today.

Today, company is in extremely difficult state where company’s losses are growing in every

quarter, and gigantic loans are there on its balance sheet. And there is no one to accept the

long term planning and strategy formulation and implementation for the growth of the

company in an effective way. Now it has reached to such a state that the employees has to

step into management role for the survival of the company.

The survival of the company is directly linked to interests of several lakhs of its customers

and over 60 thousand serving & retires employees. None of our efforts and direction will

be allowed to be influenced by any short of compression by any section of authorities

within or outside the department and we will go to any extent to save our beloved

company and to get the legitimate rights and livelihood of its employees.

Now, water has crossed tip of our head and things have come to a standstill in MTNL. Time

has come to rise to the occasion to save our beloved company. We have to analyse fairly

and transparently without intrinsic bias and to honestly accept our weaknesses to overcome

and remember definitely our strengths over which we have to build over.

Several issues are essentially critical which are burning and bleeding the company, its

survival and its employees as well. Some are very alarming. In our endeavour and quest

for improvement of company’s performance and executive employee’s welfare, we

unitedly resolute that we will strive for the following in the time to come:



1. Review of unsound Management Policies and Stale Practices: We see with deep

pain, anguish, regret and guilt that there is total policy paralysis in MTNL. Company

does not seems to have any long term business or survival planning and strategy.

There is no foresight and it is being managed on breakdown principles. All actions

are initiated only when something fails and collapses. There is total lack of

professionalism in managing the company’s operations. Management at all levels

in the company is trying to rawhide its failure by blaming some or the other

sections of the employees’ without any quest for the true reasons. All are living in

delusions and fleeting their time in wait for retirement. The company’s job is not a

leisure chair in a waiting room, all have to do justice with respective roles and

perform their part of duty effectively and proactively. The passive approach at

senior management level is hurting the company brutally. There is no time left to

wait, let us review each and every policy and practices of the company particularly

the Marketing, Finance, Human Resources Development, Business Modelling, and

Strength & Weakness Analysis by involving all the stockholders. Company can’t

afford one way policies on hit and trial basis, but well thought out and robust.

MTNL as a business entity with so many intricacies and compulsions can hardly

compete with private players where decisions are made very fast and even

verbally. A lot of things are to be done on operational front through managerial

decisions for the growth and maintenance of our services to increase the revenue.

2. Management must immediately stop making unprofessional, non-profitable and

loss making business decisions: In past, MTNL management had been making

unwise and unprofessional business decisions, some of them have been suicidal to

the profitability and to the company as well. Those are primarily responsible for

present ailment of the company. Several business decisions have been taken

without proper analysis of the business model causing several thousand crore of

wasteful expenditure, where investment has not been able to realise even the

lowest interest which otherwise had been earned as deposit of reserved capital

money. Almost all business decisions in recent few years like CDMA, 3G, BWA,

Trustline etc have fallen upside down. Company needs only sound and profitablebusiness decisions after proper and thorough market analysis.



Here, in current situation of 2G, we suggest that let all additional 8 MHz 2G spectrum

be surrendered keeping only the 4.5MHz with MTNL, and convert our 2G customers

to 3G by augmenting the 3G BTS instead of paying Rs 5000 crore to Govt as licence

fee. It will help establish a resonant and stable enterprise proposition. There is no

relevance to enter or remain in a business model for earning losses.

3. Adequate Funds for Maintenance of the existing Services: It goes without saying

that there are financial crisis in MTNL. But, it is also a fact that without essential

expenditure, we cannot think of providing services, retention of existing customers

and further addition, to increase the revenue and ultimately the survival of the

company. For quite some time, no funds are being released in the essential heads

for the maintenance of services. Always, there remains shortage of store items to

provide and maintain services to the customers. Several issues of inadequacy or

absence of Battery back-up, Gen set, AC in BTSs, shortage of BTS, shortage of RF

teams for WS, Structurally deteriorating buildings and other equipment’s without

maintenance provisions have been raised by this Association time and again, but

no significant improvement has been done. Company must accord utmost priority

for providing funds and other essential items for maintenance of services. We

can’t afford to further lose our customer base as it will cause irretrievable loss of

customer and would be suicidal for the company. Sooner the management

understand this better it will be.

4. Finalisation of absorption of ITS: One burning issue before all of us is the dilly-

dally issue of ITS repatriation. It has resulted in growing indecisiveness and delayed

decision practice & culture in MTNL at all levels, which have significantly

responsible for today’s plight of the company. Prevailing uncertainty of the status

of the senior and top officers in MTNL is the chief cause of languid and delayed

decision practices in MTNL. So, there needs to take immediate appropriate actions

to end this uncertainty of senior officers in the interest of the company.



5. Growing Indecisiveness and inclusiveness at senior management level all

through the MTNL: A successful leader has to take fast decisions. According to

Steve Jobs, the former Apple CEO -- successful companies must read things not

yet visible on the page. Some people may be satisfied by saying, “Give the

customers what they want. But that is not the approach to be the leader. It should

be to figure out what they’re going to want before they do. People don’t know

what they wanted, until you show it to them.

The real task of management is to read things that are not on the page. So MTNL’s

management needs to develop a foresight and vibrant business strategy to win the

customers and the race in the market. The speed of change is definitely very high

during last decade and it will continue to remain high, our managers therefore

need to wake up to the fact that there is accelerated competition and that

digitisation and use of algorithms are changing the composition of business. It is

destroying several industries but also creating opportunities for new type of

business. It will eventually boil down to how good is our decisiveness and it has to

be of high quality. It is important to remember that businesses don’t compete; it

is the Leaders who do. There also needed desired speed in the execution of

decisions. The differential in quality of decisiveness and the speed of execution will

be a key factor for growth of any company. MTNL’s Managers have to wake up to

the rising concern about the market and the business environment

6. Ill-fated Employees Suggestion Scheme: Management effortful killed a very novel

Employees Suggestion Scheme by doing away ownership. The scheme was

founded with the innovative spirit of our esteemed employees and particularly the

executives, when MEA stressed upon providing a formal platform and start of a

novel scheme of formally inviting useful suggestions from the employees of the

company, where such employees may contribute in their own ways in the interest

of the company. The scheme was announced and a link in available on MTNL’s

website and on MEA’s website also. As we understand large number of useful and

valuable suggestions have been submitted by the employees. Not even a single

employee get any appreciation for their suggestion. No one knows the fate of such



suggestions and the way scheme is being monitored. There seem a total lack of

ownership on part of management.

An officer of high rank must have been assigned task of managing the scheme and

proper mechanism established to evaluate and audit the usefulness and benefits

of each suggestions. We didn’t get any reference regarding calling of such

employees to further analysis and detailed discussion on his suggestion. None of

the employee ever received any feedback on the scheme, which otherwise is

essential to keep the spirit going on. There is a definite need to announce the way

the scheme is being implemented and whether it has been able to give any benefit

to the company. In absence of any feedback, the scheme is bound to die of its

own. This is one of the instance how sincerely management implement schemes

and policies. There are several other instances when management through

discourteously into dustbin the valuable suggestions like Space Audit, Renting of

vacant spaces on PPP Model.

7. Single Window Concept: Today in competitive era, when there are numerous

options available before the customer, the smarter and fittest will survive. There

cannot be any substitute to the quality of customer care service, so we need

customer friendly schemes and excellent services to be offered to our esteemed

customers. Single widow solution for all our services to the customers can bring lot

of satisfaction amongst them, which will help us in adding prospective customers

and retaining old ones. So, company shall have to think of implementing the

single window concept at the earliest.

8. Miserable performance of HR Unit in Developing Human Resources and dearth of

Career Progression Provisions for Executives: To execute the policies and

decisions of the company and management effectively, a dedicated and motivated

work force of executives is inevitable in any organisation. There is no doubt that

MTNL has a team of hard working, skilled and fully dedicated officers capable of

executing any task assigned to them in a given time frame, and are managing the

show confronting with odd conditions. But, there is total lack of motivationamongst the officers regarding their carrier progression in the company. In spite



of getting the financial upgradation on time bound basis, one does not gets

vertical promotion even for 20 years. This long stagnation in one cadre overpowers

the total enthusiasm and creativity amongst the executives. There is a dire need to

review the promotion policy of the company so as to get better carrier progression

in the company and also consider our proposal of time bound vertical/functional

promotions upto E7.

9. Performing at lower operative efficiencies is the sole reason of dwindling

financial position of MTNL and solution to MTNL’s survival also lies there: MTNL

is a service provider company. Quality of service is inscribed into the success of

any service provider entity. Unlike production industries, here time scale

component is very vital for financial viability of the business. Any laxity or under

performance or lesser revenue are never recovered unlike in production

industries. Any spare or unutilised installed capacity is the loss forever causing

business inefficiency and lower return on investors’ money, so MTNL has to be

operated with fullest capacity utilisation and highest efficiency for earning higher

return on investment. While all expenditure here are mostly of fixed nature, so

lesser capacity utilisation will not save money but decrease the operational

efficiency by enhancing the expenditure per unit of service delivery. In MTNL we

have very tight financial conditions. It is not hidden that company is running into

losses for past few years. Its Navratna Status is at stake. Reasons may be many but

solution is only one- maximum utilisation of installed capacity. We must use

economy scale of service volume. As the % capacity utilisation goes down cost per

unit of the service increases. Simple mathematics that our management have to

understand - we are spending same fixed cost i.e. the cost of installed equipment,

cable laid, licence fee, rental of towers, property tax, electricity and fuel cost, staff

salary other administrative and operational expenses. We can’t cut any of these

expenses. It is all our fixed cost, we have a very little or significant variable cost

which can be cut down. All other economy measures like saving on fuel cost,

cutting on office expenses, withholding of LTC, TA and like would in no way help

the company. On the contrary these measures are harming the company’s



operational efficiencies. So there is no way out except to increase the sale volume

of services. We have to thrust upon sales on war footing basis.

10. Building on Strengths: In today’s globally competitive business environment, only

survival strategy is to shape all policies based on company’s strength. MTNL have

to shelve away the disbelief that heavy staff and resulting cost is cause of losses,

our trained staff are indeed our strength, where none of our competitor can beat

us. We must always keep in mind that major share of our revenue comes from

land line business. This is our GOLD LINE and none of our competitor can compete

us in this segment. It is unfortunate that we are not building our business strategy

on this strategic advantageous strengths. On the contrary we are even

discouraging landline service by cutting on maintenance expenditure and

unplanned staff utilisation. We need people to manage these land line services.

We are neglecting what we have today, instead running for which is competitively,

strategically and businesswise unsuitable to MTNL. We are pushing other

products, where we are week strategically and qualitatively. We all know that

Telecom Services can be sold for quality only. We have not increased the Landline

Tariff for a long period, while cost of providing this service have increased

manifold. We are not aware of whether MTNL have been conducting any cost

analysis of providing its various service and the % of operating efficiency. We need

to do that for introspection and future strategy formulation.

11. Induction of Director Sales & marketing in MTNL Board: For any business’s

survival it has to be professionally managed and all types of professional are to be

associated on the Management Board where each Board member has to be

responsible for operating efficiency of his respective domain. It is the responsibility

that that professional board member to evaluate and push aggressively all through

the company for remedial measures. We have seen this professionalism lacking in

MTNL working. Management decisions are not implemented in line and sprit for

peripheral causes.



We are a company in selling telecom services. Our only source of revenue is

selling services and continuity in selling and unfortunately we don’t have Director

Sales & Marketing in the Board. How superior our services may be created, but

unless they are sold, we can’t succeed business wise. Every business entity has its

exclusive cadre for marketing and sales. Do we have even after so many years of

stiff completion? MTNL needs immediate induction of Director Sales & marketing

at Board Level.

12. Unwise business Decision: Our Company is living in illusion and many times seen

running for which may not be suitable to the company. In quest for acquiring new

services & technologies we have someway neglected our core strength and

monopolistic legacies, we are not against introduction of new technology and new

services. After all we all know that telecom business has to introduce newer

technologies regularly for which huge finance will be required. Here technology

becomes obsolete very fast and many a times even before its useful life. But same

time we have to search customers for our existing services and installations. In this

way we have incurred huge expenditure in 3G and BWA spectrum purchases.

Which may not be economically viable to us? We understand that 3G service in

MTNL will hardly able to recover its cost, forget the benefit. MTNL’s all reserve

capital has exhausted and even we have to borrow for acquiring 3G licence.

No company in the world start a business to incur losses but we did. We acquired

BWA spectrum, which we want to surrender now. It has already caused us heavy

losses as interest and opportunity cost. This was like throwing money into deep

water. That unwise and very expensive decision is now affecting our land line

business by forcing us to cut maintenance expenses there. Decisions sometimes

go wrong and affected and stack holders have to suffer and pay for that as we are

paying.

We have to safeguard the investors’ money to be attractive in stock market. Our

business fundamental should be robust to gain investors faith. So we need to

critically evaluate the operational efficiencies and the financial benefits coming

from each and every business. We wish MTNL, to have a critical review and audit



of all types of Businesses and start allocating sufficient resources for most

beneficial one while slicing only on the loss making.

13. Adapted & Reformed Role of MTNL Executive’s Association: The prime and

foremost objectives of forming of staff association was and is to look after the

welfare of its members by gaining a collective bargaining power and further

protect its members from outrages by managerial actions. As we have been seeing

for quite some time, that MEA is showing more concern towards the health of the

company, sometimes we have even kept behind some of the interests and

obligations of our members. Several times we see ourselves working and acting on

several issues where otherwise and essentially the management has to be alert

and passionate. Where things are found on visibly wrong paths, we have acted

swiftly in the larger interest of the company and in this endeavour, we have saved

several hundreds of Crore of amount to the company. The scrapping of

unnecessary purchase being done in the name of redeployment of CGM

equipment is one such example, where we are able to save about Rs. 200 Crores.

There are so many others- we propose Space Audit and renting of vacant space

many years back, development of real estate by PPP and group housing in

collaboration with employees on the vacant plots…. Now when management is

keen to push policies detrimental to the executives, we no longer guarantee our

unqualified support to the management. To gain support of executive’s, MTNL

Management also has to be supportive to the common and collective motives

and must take genuine initiatives to the executive’s difficulties and concern.

MTNL management has to create enabling environment and confidence building

by listening voice of MEA attentively and purposefully.

14. Decision of management to surrender BWA spectrum: It is clear that the decision

to acquire the BWA spectrum was a bad decision for the company under the

present circumstances. Along with 3G, it had badly affected company’s financial

health. We are paying heavy cost for this decision and even after refund of fee this

will be so for the interest paid during the intervening period. There is no recourse



to recover this loss. We must restrain from making such costly decision without

seeing the consequences, at least under present situations.

15. MTNL’s failure to recognize its Human Recourses which otherwise is the most

valuable and prized possession of the company: Human Resources, in fact, are

the most important possessions for any organizations. Today, it is difficult to

imagine any organization achieving and sustaining effectiveness without attractive

Human Resource Policies and Practices, which is the core of any organizational

effectiveness in today’s globally competitive business environment. HR has been

directly linked to organizational development, increased productivity and overall

survival of the organization. Human resource development practices can help

companies reach higher organizational effectiveness and thereby have a

determining effect on whether or not the company is good enough, fast enough,

and competitive enough, capable of not only to survive but also to thrive.

Similarly, the most valuable and dynamic asset within the MTNL is its people. It is

therefore imperative to find ways and means in which human resource are utilized

in relation to the organizational effectiveness, measures of productivity, service

quality and profitability. This is the only MANTRA of success for MTNL. Still,

MTNL’s management has starkly failed to maximize benefits of its human

resources to contribute to the effectiveness of the MTNL operations. There is total

failure in appreciating the importance of its human resources. Any delay on this

account is the direct loss to the company.

16. Dire Need for Coordinated and Synchronized working between different units:

MTNL has a complex organizational bureaucracy having extensive structure of

hierarchical control within the organization. Characteristics of the current

organizational management culture within MTNL is hierarchical, bureaucratic and

slow, focusing on the past rather than the future. It is lacking in transparency,

traditional and conservative in decision making and resistant to change. Although

MTNL had a number of well- qualified professional and practitioners in finance,

telecom and other domain areas, these “experts” had major problems working

together, and led to disharmony within the organization. There are number of



competing interests, values, needs and commitments that cause tension within

MTNL. Certain aspects of crisis could have been prevented if only MTNL’s Managers

had worked more effectively with each other. There is a clear division and lack of

integration between each department’s operations. Several senior managers have

become indifferent and insensitive to the business objectives of the company. They

accord priority to their egos over company’s interests and even at cost of loss to

company.

There is no appreciation to team building and cooperative working in MTNL as of

now. MTNL’s senior managers need to be sensitized that ssuccess in any business

and of the company can’t be thought of without team spirit and environment of faith

and trust. Good and enabling working environment and temperament is very

important. We should remember that, one can’t clap with just one hand so there is

dire need to figure out how to do things together. Instead of working out strategies

& plans, simply notified the targets/desire to lower rank and files would do nothing

to achieve that.

17. Accord of high importance to Employees first approach: “The scarce resource is

not customers, it is great employees, and so if we indulge them and make them

realize that MTNL is a great place to work, they will deliver value.”

Transparency reduces the gap between the manager and the employee. Many

traditional organisations create problems by restricting the flow of information

and setting up artificial boundaries between people. By increasing transparency

these boundaries are removed, and employees are more likely to act responsibly

and creatively. MTNL have to adopt an Employee’s First Policy for inculcating fast

working and trustworthy functioning in whole of the MTNL. Various functions in

MTNL don’t have any commitment towards respective peers groups in the internal

working creeping in the unwarranted laziness in administrative functioning.

Accounting and Administrative functions are particularly not supportive rather

they are indifferent to accomplishment of common tasks while discharge of their

part of duties are inevitable. They don’t honour for timely actions in matte rs

concerning employee’s matters or common tasks. MTNL has put all thrust in duties

of technical nature only, which form activities of their core telecom business and



miserably failed to assign respective timeliness to Administration, Finance,

Vigilance, Legal, Civil and Electrical functions.

Further, when individual employees are made to run from pillar to post for their

individual and service related matters like promotions, time bound as well

functional promotions, grant of certain permissions or settlement of claims and

settlement of vigilance matters, an inherent lethargy in bound to creep in the

working of one and all in all aspects of working thereby building a culture of

sluggishness.

18. Lack of Strategic Planning and incoherent functioning: We see that no strategic

planning and resource allocation is visibly implemented in the company, all line

managers (Unit Heads) have been working of their own with no integrated and

concerted planning as usual, also depicting a clear conflict of interest and opinions

amongst various functionaries at different levels. This has been clearly visible in Delhi

Unit is last few years.

Putting unrealistic, immeasurable, uncontrollable yardsticks to the technical

subordinates without any regard to the required essential resources viz.

maintenance materials, tools & plants and training/guidance is highly uncalled for a

business entity. Senior level officers avoids going to real battle field and feel the

nerve by themselves, the hardship in surviving the services, but simply dictating to

the line staff is the fashion of unbecoming of a business unit at all. Majority of

middle level executives’ uoto DGM are the technical professionals made to perform

the technical work wherever required and certainly requires man, material and

machine to function. A technical person can’t be criticised, victimised and harassed

for non-procurement of essential resources for which responsibility lies on Senior

Managerial Ranks and ultimate being lies in the ED himself. Our functionaries have

miserably failed for their indifferent and bureaucratic functioning. They have to be

ready to take the responsibility of managing the resources and redresses of

employees as well as customer grievances thereby building the brand MTNL, which is

presently going down and down for slackness. All managers have to show required

commitment to the objective and a sense of belongingness to the company will have



to be clearly visible all through the company and rank and files in the managerial

functionaries.

19. Failure of New Performance Appraisal process in Human Resource and

Organisational Development: The greatest employee development occurs when

managers continuously coach and mentor their employees’ on-the-job experience,

thereby creating additional employee capabilities and competencies. This is an on-

going communication process between an employee and his or her immediate

supervisor. For greatest effectiveness, this process involves establishing clear

expectations and defining job responsibilities, performance measures, and ways that

the employee and supervisor will work together to enhance the performance. The

key point in the whole process is “on-going.” Effective performance management

takes place throughout the year unlike the annual. For a performance management

system to be an effective tool in employee development, feedback must be

immediate and continuous – not saved up all year long and dumped on an employee

during an annual review. The best performance results are realized when a

supervisor gives feedback and helps an employee “course correct” while in the

middle of solving a problem. Timely feedback has long-lasting effects because the

learning can be applied immediately. Supervisors who take advantage of these small,

“teachable moments” will save supervisory time by preventing a problem from

growing out of control and will build the employee’s confidence.

Reviewing an employee’s performance only once a year as is being practised in

MTNL is grossly insufficient and devoid of the desired objective of augmenting

capabilities. A little can be achieved from evaluating individuals’ performance in the

present Performance Appraisal System existing in the MTNL. It is a one way only and

has lots of element of personal bias. It has inherent potential for de-motivating the

employee far greater than any benefit out of it. Every one of us must accept the

truth that Performance Reports are written for unrevealed factors and reasons

which are not related to the performance criteria being reported but done totally

out of context. We have several examples of under reporting for otherwise excellent

performers for unscrupulous and ulterior reasons. This is aiming axe on own feet.

In large number of the cases under reporting are found related not to the actualperformance but for satisfying the personal interest of the reporting & reviewing



officer even at cost of scarifying the interest of the company. That is why at times

employees had not liked and in majority are grossly dissatisfied with their

performance ratings, which are often arbitrary, still decisions related to their career

and promotions are taken on this basis, while it remaining unclear on what basis the

decisions were made and what the employees needed to do to improve.

It creates hatred in the minds of high performers towards the superiors and the

company as well, resulting in lowering the overall performance. On the other hand,

it encourages the loyalty towards an individual superior rather than the company,

which is certainly detrimental for the company. For a successful Performance

appraisal, there is need for employees to be given continuous performance feedback

in a constructive, coaching, mentoring relationship. Here also the system creates a

high percentage of problems by totally ignoring the need to inform the employee

how he or she is doing. This lack of communication often leads to significant

uncertainty, anxiety, and low productivity among employees, and in many cases the

loss of a loyal and productive employee.

To enhance our performance, we need to adopt a two way Performance Appraisal

approach, where a collaborative approach and team sprit may develop and overall

performance of the company enhanced. The paradox is if you don’t deal openly

with a performance issue, you really deal with it all the time. The prevention of

larger problems is why continuous feedback and documentation are vital. Simple

change may have profound consequences.

20. Unjust and uncalled for raising the benchmark for promotions of the executive —

A deep dent in MTNL’s Performance and Efficiency

MTNL management unilaterally and unjustly raised the benchmark grading for

promotion, totally detrimental to the executives and the company’s interest. The

Earlier benchmark were decided with profound deliberations and in line with Dot

Rule and Absorption Conditions.

Despite our clear and outright opposition from MEA and other associates, MTNL

management highhandedly issued new stricter benchmark for promotions of the

executives in isolation. We have raised strong objections to this raising of benchmark and will not accept the unjust revision and demands immediate review



of all dropped Promotion cases immediately for justice, fairness and industrial

harmony.

In spite of intended objectives of achieving higher efficiencies, this is doing the

opposite. Several persons are denied upgradation on pretext of not rated Very

Good. Since our Annual Appraisal System itself is inherently defective and

counterproductive as discussed previously, we are losing many man-hours of

constructive productivity from these affected persons. How anyone can imagine

and understand that even a single below Very Good rating that too not for

performance but for extraneous reasons can be so incurable, harmful, and

detrimental by depriving one his legitimate right of upgradation for ten precious

years. How such a person is expected to perform for the company any more. He or

she simply start passive working attending only the formalities with all his

capabilities died forever causing irreparable loss to the company also.

We have seen in reality that some people want their egos and self-esteem

satisfied by subordinates, irrespective of sincerity to work and to the company by

influencing rating in APAR. That way it is rapidly eroding faithfulness to the

company. Moreover appraisal reports are written years after the reported period,

when it has no relevance and memories of actual period. It is written merely as a

formality and does not fulfils intended purposes. This way it is a waste of time and

efforts. There are several questions in the minds of executives, which raises doubts

and established the insufficiency of the system itself.

To operate the system, even the most essential element i.e. the KPA’s have not

been formulated as yet. No training activities have been undertaken to implement

the change. Neither any feedback system has been put in place nor have any

training and development programe been put in place or even proposed for

improving the individual low performers. No provision has been made in the policy

that even after undergoing successful performance enhancing training &

development process, the performance rating of an individual will be restored to

higher level. It does not answer as to how otherwise a continuously excellent or

very good rated executive suddenly becomes a low performer while working with

a particular superior. Is reporting officer’s failure is not responsible for the low

performance of their subordinates. Is there exist any accountability to how and



when the superior has been able to caution and motivate the lower performance

of his subordinates while delivering the service? What to do if a frequently under

performer superior gives low rating due to his own superiority or inferiority-

complex and why no detailed reason and suggestion for development are given for

low rated performance.

In the name of representation against, instead of asking from the reported

executive for the lower rating given to him, why not the reporting office is also

made to explain his role and accountability in the underperformance and

enumerate the detailed reason for his remarks and rating. After all it is the

question of someone’s career and promotion. In our legal system, one can only be

punished when proved guilty beyond doubt and by all means deserve benefit of

doubt. Is MTNL Management is prepared to enumerate and debate any benefits

derived out of this policy so far? Whether after implementation of this policy any

improvement in the performance of the company has been visible. We have seen

the opposite everywhere.

The system is totally punitive, demoralising, depressing, oppressing and certainly

bound to lower the efficiency of the company. We openly condemn this

benchmark policy and linking it to promotion, which is counterproductive and

detrimental to both the executive and the company as well.

We appeal and demand the management to call off revised benchmark and

discuss this issue and all such issues like revision of recruitment rules with our

associations for better and workable solutions.

21. Settlement of Pension issue: a sizable amount of money is paid towards pension

from MTNL’s funds and account. For inherent reasons the pension liability lies on

the Govt not on the MTNL. Still MTNL is made to pay due to delay in decision in

this regard. There is a clear lack of commitment in the Govt in settling this issue.

Sooner the issue is settled better is for the MTNL. There is no clear picture right

now. But we go on to fight from tooth to nail to settle it favourably to our

members.



22. Immediate Review of Executive Promotional Policy and integration of all such policies

into One Unified Promotion Policy: Any organization’s Promotion Policy is formulated to

help both the organizational manpower needs and fulfil individual career plans.

For attracting competent persons and retaining them in organization, it is essential that

they be assured progressive careers. Normally employees have aspiration to advance and

grow in their organization, and also a desire to achieve a sense of fulfilment. Unless these

aspirations and desires of employees are taken care of, the organization cannot be taken

to higher levels of efficiency and productivity. So it is essential that Promotion Policy must

focus on individual employee’s aspirations and continuous ascent on career path. One

way to achieve all this is by a well though-out system of career planning, which helps the

employees to plan their career in terms of their capacities with in the context of

organizational needs. It (career planning) must help devising an organizational system of

career movement and growth opportunities from the point of entry of an individual in

employment to the point of his retirement

The provision of lateral induction in not only very ambiguous, vague and unclear but

unacceptable all together. The available employees even after redeployment and training

are always cheaper and reliable than the new recruitment. In-house training to the

existing employees to suit the new job requirement is always better and cheaper option.

Hence there must not be lateral recruitment in the executive cadre except at E-2.

Moreover, lateral induction is also detrimental to the working atmosphere and the moral

of existing work force. It affects the career planning of the existing employees and hence

is always the major cause of frustrations and de-motivation among the existing employees

thereby lowering the efficiency and competencies of the organization as a whole. There is

dire need for review of executive promotion policy and integration of all such policies into

one comprehensives policy for coherent and simple understanding. The Time Bound and

Functional Promotional Policies need be integrated into one upto E7 level.

23. Immediate Review of Executive Recruitment Rules: RR’s are formulated to facilitate filling

up of the various posts, whilst in MTNL, RR itself have become impediment to the filling

up of the posts. Large number of posts are therefore lying vacant for compliance of RR

and provision of different quotas in various streams. MTNL RR have miserably failed to

achieve intending objective resulting into administrative inefficiencies and operative

collapse. Here Executives in E5 and above are promoted at the verge of retirement whilethroughout the period earlier, they remained in Looking After, a mechanism highly



unproductive and inefficient. It lower the confident and hinder professional working of the

executives. This merely serve as a formality rather than proper and efficient functionality.

As a practice and provisions, RR needs to be changed after every 5 years for changed

circumstances, availability of incumbent and for ensuring proper succession to higher

posts. Now time has come to change the RR for executives altogether and also separating

the RR’s from the Promotion Policy. We strongly oppose any outside entry above E2 level

and particularly at E5 level for obvious reasons as indicated under various issues discussed

above. All posts upto DGM are purely technical in nature, where we have sufficiently large

talent pool to man such posts, we do not feel any need for lateral induction upto DGM.

MTNL must immediately review RR for Executives in close consultation with MEA for

contemporary conditions, availability of experienced executives and incompatibility and

unsuitability of outsider recruitment.

24. Immediate review of Medical Policy and Facility by scraping Insurance/ TPA and

reinstate the old practice:

The entitlement for OPD treatment has been pegged to 2008 salary limit, while cost

of treatment have increased manifold during the intervening period, so there is need

to update the OPD expense limit to salary of current March of the year.

It is worth noting that average age of MTNL employees is in 50’ies and increasing

every year. Detrimental effect of metro living and polluting environment coupled

with stressful working in MTNL, employees especially Executives are under

continuous threat of medical requirement, so preventive medical health check-up

should be included in OPD expense. This will ultimately enhance the dedicated and

available man-hours working and lower Indoor Expenses.

In the end, we all delegates of MEA, wish MTNL management will to rise to the

occasion, start working in close association with MTNL Executive Associations,

perform introspection and find out ways and means to revitalise itself and the MTNL

and look forward, chalk out a clear road-map and strategy for achieving excellence

by building on its competitive strengths of excellent human resources andinfrastructure that unparalleled to its competitors and identify its weakness of



managerial ineffectiveness, indecisiveness in day to day working, inconclusiveness

on business issues, wooliness in decisions so many more.

Though we are alert protector of the welfare and interest of our executive members,

but we also wish to work in close coordination with the management also for inspire

and elevate the company jointly and united. In the larger interest of the company,

we call for all the rank and files in the management to openly discuss all their policies

with our association before implementation for their sufficiency and usefulness, at

least concerning the executives. It will pay the way for health working environment

and progression of the company.

ONLY UNITEDLY WE CAN FACE THE CHALLENGE

Live in Peace and harmony not in pieces and disharmony.

Documents

Resolutions s