WESTERN TELECOM PROJECT, MUMBAI. - snea

crucial juncture her academic career with the DGM (Admn.), chief architect of her plight, where hisdaughter is studying in absolutely non-significant class, his family is residing in a departmental quarterinside a fortified campus, but look at the contrast of treatments meted out to them on their respectiverequests. The harassment of the lady Executive did not stop here. The Child Care Leave, one of theprivileges acknowledged by our department after being in existence in other governmentorganizations, was applied by the Executive much earlier to her transfer, but it was kept pending withthe DGM for 15 days, sent to the Sr. GM, nowhere concerned to sanction her leave, instead of yourgood-self. On 16 th of April, the Sr. GM returned the file stating that the officer had already beenrelieved on 15 th of April. However, the fact of matter was that the relieving order was issued only on16 th of April; only the date of 15 th April was put to hide the evil designs of DGM & Sr. GM, workingin great connivance. But, what else can be expected from a Sr. GM, who himself was baptized in WTPby receiving the same treatment when a back-dated letter declared him misfit for the post of GM (HQ)and his junior reporting directly to CGMP. No less than a month after applying, her leave was finallysanctioned. It was even stated by the DGM that any sincere employee (lady) would certainly not askfor Child Care Leave and hence the Executive has been transferred, just reflecting the sick mindset ofWTP management.Before moving to other instances of similar disparities to the treatments given to executives,the roles of DGM (P&A) & erstwhile Sr. GM needs to be brought to book. DGM (P&A), beforecoming to this post, worked in SMA unit and the foot prints of him as well as his close accomplicescan be found everywhere in the divisions of Solapur to Ratnagiri area, buried alongwith the pipes, atwhatever depth it was achieved. A confidant to his area DGM, his service continued later, even afterassuming the charge of DGM (P&A), whether it was the case of his exaggerated claim ofcommissioning of routes or hiding the complaints of that area, everything was brushed inside carpet.Luck of the SMA DGM fell short when he was found aligned with his Sr. GM, with him you had adisastrous relationship, finally resulting into Sr. GM’s unceremonious exit from WTP and an aptfarewell, which has now become your trademark. Shunting out of the area DGM brought greatresponsibility in DGM (P&A) who saw himself a great saviour, protector of SMA unit and it becomehis duty to get involved in every small affair of the unit. Transfers, especially to & from this area,became his sole passion. “Solapur’ became buzz-word where every 2 nd officer was asked to join thatheadless unit, only to regularize the misdeeds of earlier regime, work is still in progress and executivesare anyhow being surrounded & hunted in age-old fashion of taming big animals. Com. N K Patil,Com. D K Chaudhary, Com. S C Kulkarni are the few selected ones who have to bear the brunt of thisforest fire. Look at the irony of situation, the unit of Solapur is still headless despite having spent somuch department money on several transfers. But, who cares for BSNL money? Similarly, “Pune”became synonym for uncouthness that even existing executives of Pune started doubting aboutthemselves as being boorish. Com. M S Patel, DET Nanded, repeatedly asked for his Pune transfereither as DE or SDE for his wife’s fatal health problem on his own cost but was never considereddespite having vacancy. But, who cares for the genuine requests of Executives? In this melee oftransfers, DGM (P&A) in his long tenure never considered any technical work as his work. As a factof matter, even the cases of transfers, for which he has always a keen interest, are handled so crudelyby him that it becomes can of worms. What a mess he has made of WTP? A novice in his field wouldalways remain conscious of his departmental defined status even though the contribution remains nil.The ever eminent conflict with executives started surfacing which was resultant of his inefficiency andmost importantly lack of knowledge, compounded with his unwillingness to learn. Some of theexecutives, who were not at the risk of getting trapped under his ineptness, chose to remain silent. But,everyone is unanimous, irrespective of cadre, about his capability as a DGM, which is disastrouslyabysmal at the best. At the same time the erstwhile Sr. GM, who was going through nihilistic delusionever since the post of GM (HQ) was not given to him, found equally shaken DGM as his accomplice.Page 2 of 6

And when some of the sections of circle office were allotted to him, their mission of rule WTP startedoff. On the very first day, a meeting with MM section was organized, in which the DGM, in-charge ofthat section, opted not to participate in a pre-planned manner. It is worth mentioning here that the Sr.GM was not allotted with the charge of MM section. Also, no meeting with any other section, whetherunder his control or otherwise never took place. In the meeting, GM mentioned about severalimaginary problems which never existed and threatened for dire consequences. When intimated toDGM about the development the of meeting, his absence from the meeting despite being in-charge ofMM section, holding meeting in spite of being not under the control of GM and erratic behavior ofGM in meeting, the reply was plain & simple that GM can call for meeting any time. Later, the AGM(MM) was called by GM where DGM also came accidently and in which a party to commemorate theassumption of charge by AGM (MM) was asked, her lack of adroitness for MM section requisite“skills” was informed and later, was instructed to take suitable corrective measures for the same.Later, when confronted, DGM again replied that it is greatness of GM that he has asked for a party andyou should feel obliged for that as he has only made you AGM MM). When argued that whether theGM had asked every other AGM for the same or does he even know the names of all the AGMs, evenunder his control, he had no reply for this. This went on further with increasing hostility towards AGM(MM). When the issue of payment through ERP cropped up, the same vicious cycle of meaninglesscalling of AGM (MM) started, though it was very early established that the fault lied with the head ofAccount section who had not released the required permission for the same. When countered, GMinitially replied that he is calling AGM (MM) as the DGMs (Admn. & Finance) are thoroughlyincompetent hence she is being called. But, where was her need in this problem? But, can a personwho never logged on ERP himself is expected to give answer to such a pertinent question? Thusformed a formidable, unshakable, perfectly symbiotic combine of GM & DGM, ready to grab powersin WTP, ready to harass executive at drop of hat. GM, who had bolstered his position so far bylearning quickly the fact that sycophancy, is the only way of survival & to flourish in WTP, wentahead with his great plans by most regularly arranging Management meetings in every corner of WTP,even late in the month of February, when moratorium on every leaves of JTOs onwards was imposedbut the DGMs/GMs were left in sunny, warm conditions of Goa to have week-long family winterholidays, but most importantly organizing Puja on your birthday at the cost of department. It is noteven worth mentioning here that all the meetings ended even before they could actually start. And,these meaningless meetings took place despite ban imposed by the erstwhile CMD of BSNL underausterity measures. Riding on such successful ventures, this dreaded combine started with foulmouthing,misbehaving, threatening of transfer, tearing note-sheets and anyhow rubbing executivesthe wrong way. Epitome of this came when it was instructed by the DGM to the AGM to ruin the CRof SDE/s who were not toeing to his line of action, however senseless it was which may cost theExecutives very dearly. It was quite surprising from a person who himself had been rated badly in hisCR by an erstwhile GM, only to very well reviewed later by none other than your goodself. This waynot only he survived due to your great vision for WTP future, but also learnt an important lesson –how to control his sub-ordinates through CRs. Meanwhile, not satisfied with the end result achieved sofar as their incompetence always came into their way of dominating Executives, the ultimate weaponof terrorizing Executives was unveiled. It was told that CGMP wanted transfers of Executives workingin Maharashtra circle only as previous transfers done were of other circle executives. A list ofunwanted Executives were prepared by eliminating some wanted but eligible Executives throughseveral back-door meetings with these wanted executives & publishing wrong list of stay particulars,then not following the list of published list, suitably picking wrong criterion for transfer and last butnot the least, considering absolutely needless transfers. GM was altogether not satisfied with the“service” provided by WMA unit, holding a grudge against its DGM and hence decided to wreck theunit by transferring some of the most efficient Executives of entire WTP. AGM (MM), who was at the6 th place even in the distorted list, was again called by GM, now for passing the information that herPage 3 of 6

transfer is eminent to a far place as she needed to be taught with lessons for not following instructionsof her superiors.All these are mentioned hereby not to emphasize that how DGM & GM became law in theirown, but to remind you that everything they did was with your tacit approval. Why the erstwhile GMhad become so close to you despite your initial inhibitions towards him is already manifested above. Infact, your shunning of him was part of your plan to make him fall into line as his predecessor had leftyou with very little scope of wrong-doing. Quick learner he was, fed you with the sweet medicines youliked most. Left far behind were office affairs. Being in-charge of ERP in WTP, he did everything tosabotage it. Your approved letters to BSNL CO regarding problems in ERP implementation werenever issued. But from a novice like him with respect to ERP, it was a tough ask. DGM (P&A), whoused to be the POC in WTP for ERP, quickly surrendered his position to successive AGMs (PLG), justbecause he was not capable of handling the technicalities of ERP. Every DGM, who used to be thehead of each module, also shifted their burden to AGM (PLG.) without ever offering any feedback ofcumbersome ERP. The blue-eyed boy of the head of WTP management, DGM (P&A), in your ownadmission, was not fit for field working due to his awkwardness for handling sensitive issues relatedthere and hence been posted him as DGM (P&A) in circle office. In doing so, you had probablyimagined him inflicting more harm to WTP by retaining him in circle office where the scope wasmuch greater. We salute you for your far-sightedness as he is completely successful in destroying thebasic fabric of WTP.Moving towards more examples of your bias towards Executives of WTP, very quickly thename of Com. C V Rao appears who one fine morning was handed over with his transfer order toChhatisgarh Telecom circle. You tried hard to make it a BSNL CO order, but the subsequent actionsby you exposed yourself. Rather than asking for the explanation of such an unusual order, withinminutes he was relieved from WTP. He also has two daughters studying in more important stages; youdidn’t blink twice in relieving him. True to our commitment towards the welfare of Executives, we arenot only able to retain him in Maharashtra in a way he had no way to move his establishmentanywhere and in a much esteemed position, could not be imagined under present WTP administration.Com. Sagayraj was also accorded same fate when rather than his controlling officer; circle officechose to relieve him. Very much likewise of DGM (P&A), he also has someone for which he has totake care of.The curious cases of 3 AOs are another example of harassment to Executives, only the mode isreversed. Here, rather than relieving, non-relieving of these Executives, despite having BSNL COorders, has been made tool to impede the AOs. BSNL CO in its order, issued in January 2013 hadinstructed to relieve them immediately, without waiting for their substitute so that their next salarywould not be drawn from WTP. In spite of this most straight forward, no-frill instruction, leaving nochance of confusion, your office has asked for clarification regarding relievers of these AOs, knowingit very well that no reply would ever come from the BSNL CO. But, this is certainly going to serveyour purpose, which is harassment to Executives.The matter was discussed with DFA, who admitted that it is your good-self who is notinterested in the relieving of the AOs, though he himself certainly is. Yes, he was at least truthfulenough, as in the Management meeting of Bhopal, it was clearly instructed by you to the respectiveDGMs not to relieve just to harass them. But, the DFA cited your generosity that their cases on thegrounds of ill-health of mother or disability of himself are seriously under consideration and hencesome of the AOs might get relieved. It was such a distorted version of interpretation on guidelineswhere a CGM entertains the discretion of relieving the AOs on the basis of medical certificatesPage 4 of 6

without getting any reliever, for which this so-called justification of their non-relieving was given, butnot on the instruction of BSNL CO. DFA who is instrumental behind this meaningless letter to BSNLCO in a way to block the relieving of these AOs is now gaining in legendary proportion in terms of hisdouble-speak. Suffering from the same problem that of DGM (P&A) – his extremely poor knowledgeof ERP has already put his sub-ordinates in great difficulty as he is not even able to understand theproblem, leave aside finding any solution. He may be riding on the good work of his sub-ordinates butthat is not good enough for overall functioning of finance module and ERP in overall. When onlyAOs/JAOs are working and are not supported by an apt DFA, situation would soon be catastrophic.In WTP circle office, posts of AGMs/SDEs have been reduced, some have been kept vacant.Two sections have been merged; the basis for taking such a decision is hardly traceable &understandable. The only clue one can get that despite of DGM (P&A) holding the charge at the sameplace for 4 years, he is yet to correctly understand the role of each section, its filing system. As such,due to the sheer incompetence of DGM (P&A), who is unable to manage a big flock, size is reduced sothat he has to exert very little on office affairs though the Executives have to work extra. At the sametime, some of the Executives can also be transferred, providing him sadistic pleasure as well. Butconsider this in the back-drop of posting of GMs in circle office, following the pattern of monsoonrain. It is beyond anyone’s comprehension to the extent of being hilarious that while the number ofGMs has increased, but the number of Executives has reduced. It all started with the transfer order ofShri Manoj Kumar Mishra to a claimed vacant post of GM (HQ). This misleading informationprovided by you was incorrect on two counts. First, one GM was already working in Circle office,Mumbai and second he was not given the charge of GM (HQ) at the time of joining stating that thereis no post of GM (HQ) in circle office under CGMP. While all the earlier GMs, including your goodself,were adorned with the designation of GM (HQ), never ever 2 GMs worked in Mumbai as the postof GM, Mumbai was symbolised GM H/Q). Most importantly, after the retrenchment of DGM (RE)post from WTP, justification of 3 GMs in WTP does not exist. As Shri Manoj Kumar Mishra washaving some very genuine need of posting at Mumbai, another GM should have been sent to Bhopal.But, violation of rules to benefit ITS officers and to harass Executives has been a trade mark of WTPmanagement. Another GM, Shri Ashok Purohit, who was in your good books till then, was alsoretained at Mumbai. Their charges resembled a big Jigsaw puzzle which had very few leads to solve aseven you could ascertain which GM would be available at a place at any particular time as transferorder of the remaing GM of WTP was also issued at the same time. Again, arrangement for theirestablishments resembled a big wedding. Lakhs of Rupees has being expended on your latestadministrative jugglery, but like a good crime thriller, the story was yet to be over. Suddenly, yourfondness for GM, Shri Ashok Purohit was over & you got him transferred. But the office space meantfor a GM, which was falling on your way to your chamber everyday, kept haunting you. So, youdecided to have one more GM to justify your earlier mistake of retaining 2 GMs in Mumbai as well asfor the sake of huge expenditure incurred over GM’s office. Why a GM of Nagpur would sit inMumbai, which is already having a full-fledged establishment in Nagpur? Not only this is going toincrease the expense in running behind 2 offices but great difficulty to the staff of Nagpur whose caseswould be regularly marred by the delays of sending their cases. If better administration had not beenthe principle behind the de-centralisation of power through many offices, then entire WTP includingCGM, GMs, DGMs to the group ‘D’ officials would sit at one place in Mumbai, winding up everyother office. The motive behind this is also ITS-centric idea. As Nagpur is in Maharashtra circle only,hence any GM posted at Nagpur would not have any bearing of his stay on their completion of circletenure. Further evidence in this regard is from the fact that the present GM (Bhopal), who wastransferred along with Shri Manoj Kumar Mishra, but was relieved more than 2 months later fromNagpur till he completed his circle tenure of two years. Yes, of course, we are worried about thepreferential treatment to GMs/DGMs, but the most contentious issue which remains unsolved is thatPage 5 of 6

when a senior officer like GM has to be considered for transfer on the basis of circle tenure, why themuch lower cadre of SDE will not governed by the circle stay for its out of circle transfers done byyour office vide letter under ref. (2).The cases illustrated here would undermine our claim of complete farcical & biased attitudetowards Executives of WTP by its management, the so-called guardian of departmental rules butpouring of heart for other cadre by violating every department rules. Looking after in the cadre of SDEhave not been issued since March 2013 and the JTO are forced to illegally do the duties of SDEs butwhat difference it makes to you until case of any ITS is not crops up. While deciding not torelieve the DGM (P&A), you must have not blinked twice and with your sturdy hands, strong will &heart; you must have authenticated his claim to stay in Mumbai for his child. In this discourse, youmight have forgotten all those desperate faces of Executives who had tried to meet you, tried to maketheir similar representations. Some accompanied with their spouses, their children and in most extremecases, spouses tried to contact you, as channelized by your sub-ordinates. Some unfortunate ones wereeliminated in the very first round of this herculean task – falling prey to the first hurdle, i.e. interviewwith your P.S. just because they were not prepared themselves for her tough questionnaire. Otherstubborn resigned to their fate after hearing your terse voice on the telephone of your P.S. instructingthem to meet the DGM (P&A) showing great helpless in intervening, though they have been sent bythe same officer who was just playing his usual favorite sport, to you.These are some of the examples drawn from the long list of deliberate bias towards theExecutive as we fear losing count of them. Are we worried? Not overtly but we certainly are, not forour treatment, but for the violation of rules while according every undue benefit the others butsnatching away the most deserved claims of Executives. Are we hopeful? Certainly not, the traitsshown by you in last 4 years, yes for the last 4 years at one place by any officer of your grade is quiteunheard of, gives hardly any hope. Resilient, ever we are, knowing very well as a life-line of thedepartment that finally we shall over-come your every misdeeds of past. As we can never imagineourselves involved in any violation of department norms which is truly ours, hence sticking to thenorms laid in department & in continuation of our letters of even nos. dated 15/04/13, 28/05/13 &18/07/13, we strongly demand the reversion of transfer orders made vide letter under ref. (2), callingfor an immediate meeting with us explaining the delay in doing so and formulate the transfer policyfor Executives.Copy to: 1. The CMD, BSNL, New Delhi.2. The President, CHQ, SNEA (I).3. The General Secretary, CHQ, SNEA (I).4. The Circle Secretary, SNEA (I), Maharashtra Circle.Sd/-(AJIT KUMAR)District Secretary,SNEA (I), WTP, Mumbai.Page 6 of 6