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13. Arbitrary deployment of ITS officers in BSNL has also adversely affected the Viability of BSNL. Around 3.5 lacs of staff belonging to Group-‘B’, Group-‘C‘ and Group-‘D’ cadre have been absorbed in BSNL w.e.f. 01/10/2000. Absorption of all Group-‘B’, Group-‘C’ and Group-‘D’ Employees in BSNL was completed in 2003. Also majority of Group-‘A’ Officers from DOT belonging to Finance, Civil, Electrical, Architectural and Telecom Factory wings have been absorbed in BSNL in the year 2005. But senior managerial cadre in BSNL consisting of around 1400 Group A Officers belonging to ITS cadre have not yet been absorbed in BSNL even after a continued deemed deputation status for 14 long years. These 1400 Officers belonging to ITS cadre are fully determined not to join BSNL. They have already availed the benefits of sixth Pay Commission along with regular promotions given by the controlling Ministry as deputationists in BSNL, and they have been enjoying all the perks/higher designations in BSNL. But they do not want to belong to BSNL. This small number of officers working on deputation in BSNL, who constitute the senior managerial cadre, want to continue as Govt. Officers and enjoy the benefits of BSNL. But the actual fact is that the senior managerial level in BSNL does not want to belong to BSNL but work in it on deputation as an outsider till their retirement without having any stake in welfare and growth of BSNL. These ITS officers cannot motivate the workforce as they themselves do not have any faith in the BSNL, because if they did, they would have been regular employees of this company with full stake. This uncertainty around the commitment of top management layer has resulted in governance deficit, and this is having a direct adverse impact on performance of the company, which is jeopardizing the careers and livelihoods of lakhs of employees who had believed the government and even today have the conviction in BSNL. 14. Imposing VRS to 1 Lakh Employees in BSNL is not justified at this juncture. The current Executives strength of BSNL as on 31st March 2015 is about 44,000 and non-executives staff strength is about 1, 79,000. The staff strength of BSNL is going to be reduced to 20% i.e. one fifth of its current strength by the year 2017 on account of superannuation and it shall be further reduced to 30% of its current strength by the year 2018- 19. Hence, imposing VRS to one lakh employees in BSNL will over burden the existing employees as well as it will be difficult to main about 28,000 telephones exchanges in the country. Moreover, VRS in no way has helped MTNL viability since it was imposed thrice. 15. Privatization / Disinvestment of BSNL can only help the Government to meet its budgetary deficits because BSNL shall not be allowed to utilize any of the revenue earned by its disinvestment for the growth/ expansion of BSNL. After formation of MTNL a Navaratna Company 44% of its shares have been offloaded in the Market but it has not led to any improvement in performance of MTNL or increase in its Market Share. How will privatization / disinvestment help BSNL in its growth or increase of its market share? Only a motivated workforce, a committed management and faster decision process in finalization of Tenders, procurement of equipment and clearance of associated bottlenecks can help BSNL in its growth and increase of its Market Share. Only a strong and growing BSNL can keep the Telecom Prices in check and will not permit free rein to private operators to form cartels and fleece the Public. But for the PSUs like BSNL the customers would have never got Telecom Services so cheap as of now. 16. Poor After-Sales Service in Broadband Connections / Irresponsible Call Centers / Poor Revenue Collection and strengthening of Marketing & Sales units of BSNL. These services have been outsourced to different vendors, who have no fear of losing their contract and they are not carrying out their job satisfactorily bringing bad name to BSNL. A committed management can take adequate care to solve these problems due to provision of inadequate service by these vendors/ outsourcing agents. 17. Huge amounts of dues are pending for recovery from the customers to the tune of several thousand crores of Revenue. BSNL has recently taken some steps for their recovery but more needs to be done by BSNL Management and the Government on this account so that defaulting customers cannot evade payment while they continue to receive Telecom Services from one operator or the other. 18. Private Service Providers are approaching to BSNL customers door to door and offering various attractive plans and taking away its creamy customers. BSNL is not allowing to offer matching tariff to those creamy customers to stop churning. Proper monitoring of franchisees / retailers, who should have all available brands of BSNL, is required. More and more retailers / outlets of BSNL are also required in the market. BSNL should create teams to bring enterprise business by way of door to door marketing and should concentrate to provide quality service. TELEWAVE Page-17 AUGUST-2015