(n:gage): You have had the opportunity to be part of one of the
biggest mergers in the Petrochemicals – when government giant
IPCL and private sector giant RIL joined forces in 2007. What
were some of the challenges faced in integrating the two cultures
and how were these challenges overcome?
Archana: I had joined IPCL as a Management Trainee under their 1 st batch of
Management Trainee programme. Being my first job, I carried no baggage
regarding perception of a PSU, good or bad. And the experience was superb as I
got tremendous learnings at IPCL which still hold me in good stead especially
with regard to all kinds of law & statutory compliances. Regarding work culture
you need to know the conditions that prevailed then. Petrochemical was is short
supply in those days and IPCL had no issues of generating sales. It was more a
function of allocation than sales. As a PSU, there were several employee
benefits but they were never quantified. Performance were appraised annually
however seniority was maintained on date of joining. Benefits like loans –
house and vehicle, came with years of service completed in full transparency. It
was a profit making PSU and operations were efficient.
n:gage | August 2017