Admitting that with better understanding, the gaps could have been addressed earlier, MSI managing executive officer (administration) SY Siddiqui said: “Perhaps, going forward... the emphasis will be on more education of workers. It is a question of how you create an environment and how you adapt to it. It is a two-way process”
New Delhi: Maruti Suzuki India (MSI) today admitted that the company needs to learn how to deal with a young workforce as it grapples with frequent labour issues at its Manesar plant, reports PTI.
The company, which has witnessed three prolonged labour issues at the plant this year, including the ongoing strike, also blamed inexperienced workers for the trouble, saying they need to “have some respect for law”.
“When you look at this entire situation, then we admit (there is a need) for us to bring in adaptability in a young population that is very, very young,” MSI managing executive officer (administration) SY Siddiqui told reporters on the sidelines of a CII HR Summit here.
He said the average age of the Manesar plant workers is roughly about 24-25 years.
“I think somewhere some learning for us also (is required) on how to deal with the young people... In that sense, maybe some more education should have been there from our side,” Mr Siddiqui added.
Admitting that with better understanding, the gaps could have been addressed earlier, he said: “Perhaps, going forward... (the emphasis will be) on more education of workers. It is a question of how you create an environment and how you adapt to it. It is a two-way process.”
He, however, said the young workers are also equally responsible for the ongoing problems.
Mr Siddiqui said out of a total employee population of 9,100 people in MSI, “We have a specific problem with 1,500 people.”
“I think definitely, it must be somewhere more from the side of the young inexperienced workers and I think it is typically a question of capability to adjust and adapt and have some respect for law,” he said.
The first labour strike at MSI’s Manesar plant in June this year lasted for 13 days. This was followed by a 33-day-long standoff from 29th August to 1st October. The latest strike broke out on 7th October.
The workers have demanded recognition of their union—the Maruti Suzuki Employees Union—which was rejected by the management. They are also demanding the reinstatement of 1,200 casual workers and all permanent workers dismissed or suspended during the different stirs.
Claiming that MSI has one of the best HR management models in the industry, Mr Siddiqui said: “There is a very healthy situation. We have always had good responses from the campuses. The attrition in the company is 5.5%, compared to 13%-14% in the industry.”
There is a tremendous amount of employee orientation in Maruti, he said, adding that the company, which started as a public sector enterprise in 1983, still had some of the positives as a legacy.
“We have a dipstick survey, once in two years right up to the lowest employee, and that helps us define the future roadmap for HR. It is on how the employees rate the company, (working) environment and the leadership,” he said.
Serious differences appeared to have cropped up in Team Anna on some important issues facing his campaign in the past one week after Mr Hazare's latest position that the core committee of his campaign will meet and decide whether Prahsant Bhushan will continue in his team or not
New Delhi: In fresh turmoil in Team Anna, two prominent activists PV Rajagopal and ‘Waterman’ Rajinder Singh today quit its core committee objecting to the movement taking a ‘political turn’ and claimed that it was mired in confusion, reports PTI.
The decision to launch anti-Congress campaign in Hisar, which both claimed was not taken by the core committee, appeared to be one of the reasons for these activists to quit the panel, though Mr Rajagopal says that the Team was ‘putting pressure’ on him not to do so.
“I dissociate with the Team. The Team is turning political. There were statements indicating that including that on Hisar,” Mr Singh said.
Mr Rajagopal, who is in Kerala’s Attappadi as part of an all-India yatra for land rights, wrote to core committee convenor Arvind Kejriwal about his decision while Mr Singh said he did not feel the need to write any such letter as he had not sought any membership in the first place.
The fresh trouble came amid Mr Hazare’s flip-flop on Prashant Bhushan that the core committee will decide on the continuance of the lawyer, who had created a controversy by advocating plebiscite in Jammu & Kashmir, in the team.
“I have sent in the letter expressing my difficulty in continuing in the team. They (the Team) have told me not to take any decision like this. I am in the midst of an all-India yatra,” Mr Rajagopal told PTI from Attappadi.
Asked whether all the decisions by Team Anna were taken after due consultations, he said there was a problem in coordination. “Every individual was speaking and it was Team's decision. There was no core group decision on Hisar. I will have difficulty in owning up decisions of individuals.”
Mr Singh, a Magsasay award winner known for his activities in water conservation, said he was never that active in the Team. “When I felt that the Team is taking a political turn, I decided it is the day to quit,” he said.
Mr Rajagopal said the developments in Delhi were “too far for me” and that he was not comfortable with opinions of certain individuals being considered as the decision of the Team.
A close aide of Mr Rajagopal said the activist decided to quit as the ‘dimensions’ of the Team were not clear and that during the yatra, they were forced to face questions on the decisions of Mr Hazare and other members though he was not involved in the decision making.
Serious differences appeared to have cropped up in Team Anna on some important issues facing his campaign in the past one week after Mr Hazare's latest position that the core committee of his campaign will meet and decide whether Prahsant Bhushan will continue in his team or not.
In two days, Mr Hazare has changed his stand on Mr Bhushan, who is in the eye of the storm for his advocacy of plebiscite in Jammu & Kashmir, thrice, much to the dismay of some of his team members.
Mr Hazare has also tweaked his campaign against Congress, saying he will work with Congress across the country if the UPA government brings a strong Lokpal Bill in the Winter session of Parliament and keeps its words on other reforms.
Mr Hazare also decided to wait till the end of Winter Session to embark on a ‘yatra’ in Uttar Pradesh, contrary to the earlier decision of hitting the streets against Congress in the state soon after Dussehra.
The sources said his close aides in Ralegan Siddhi have managed to convince him to tone down his anti-Congress rhetoric.
Since launch, the Tata 407 has sold over 500,000 units
Tata Motors today celebrated the silver jubilee of its market-leading light commercial vehicle, the Tata 407. Launched in 1986, the Tata 407 family clocks 7 out of every 10 vehicles sold in the category with a close to 75% market share. About 55% of its owners are first-time users, indicating the self-employment it generates, a goal pursued by the Tata Group and Tata Motors.
Ravi Pisharody, president–commercial vehicles business unit, said, “The Tata 407 is exemplary in how a platform can be deployed to meet diverse needs. It today addresses a wide range of goods transportation and people movement solutions, industrial and defence applications in India and about 15 other countries in South Asia and Africa.”
Available both in diesel and CNG options and tonnage ranging from 2.2 to 4.2 tonnes payload, the Tata 407 goods transportation portfolio has been expanded to comprise trucks, tippers, pick-ups and vehicles for agri/food products, construction, light mining and a whole host of services. The portfolio has been regularly upgraded, based on the company’s own R&D and customer feedback on operating economy, cabin convenience and safety.
The Tata 407 also spawned the company’s Cityride fully built buses in 12-to-24 seat variants, popular in applications for school, staff transportation and feeder bus service. Following the company’s joint venture with Marcopolo of Brazil in 2006, the platform was included in the Starbus range as a 24-seat variant and 12-to-18 seat luxury variants. The buses too are available in both diesel and CNG options.
Among the major variants in goods transportation is the SFC 407EX TURBO. The vehicle offers a host of applications for industrial use, agricultural produce, dairy products, courier and parcel services, with high fuel efficiency and commensurate payload capacity.
The tipper variants include the LPK 407 for applications in construction and light mining industries and the SK 407 for sand movement, quarry application, laterite-stone transportation and construction material freight.
The EX-2 Refresh Series took operating economy to a new high with longer service interval and heavy-duty load body. Power steering with upgraded cabin features brought better safety and comfort. Since launch, the Tata 407 has sold over 500,000 units. Tata Motors will continue to introduce new features in the engine, exteriors and interiors, addressing emerging needs and thereby strengthening the Tata 407’s salience among customers.
In the late afternoon, Tata Motors was trading at around Rs180 per share on the Bombay Stock Exchange, 3.80% down from the previous close.