RSP''s dramatic turnaround

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Elaborating the steps taken by the RSP in 2001 that helped the company to return back on the recovery path, Mishrasaid apart from employee motivation, he had identified tenpriorities and implemented on priority basis includingleadership practice, employees pride, plant maintenance andequipments health.

The impact of interventions and mass communication atregular interval generated an atmosphere of family within thesteel plant and the employees and the young managers startedputting their best to recover the plant within four year time,he said.

"We had inculcated confidence among the employeesallowing them to work with freedom, dignity and without fear",he said adding such steps finally led RSP to improve not interms of performance but also in terms of production andprofit.

The manpower strength of RSP was around 30,000 in2001 but it reduced to 20,000 in 2005 but company continued toenhance its performance, he claimed.

Mishra, who left RSP in 2006, said the company wasregistered rupees three crore profit per day in 2005 from aloss of rupees three crore it was recurring daily in 2001.

He said major steps the company had taken was toimplement Corporate Social Responsibility (CSR), which wasmerely a lip service for corporate sector till RSP carriedit out in letter and spirit.

Under its CSR programmes, RSP has been contributingfor the development of sectors such education, health, socialand cultural, skill training and environment.

The company was largely focusing on waterconservation and reduced water intake in production, he added.

Later, when mediamen asked about Arcellormittal�sIndian operation, Mishra refrained from saying anything.

However, he said, the presentation about RSP wouldbe published by a journal by this month end.

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