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Story so far: We draw up contingency plans to tackle the dual problem of inventory build-up and delivery backlog occasioned by the transport strike. Board members show keen interest in the company, and I realise how important it is to have people of substance as directors, as otherwise governance would but be a sham. Press meet passes off well, and the company's share registers a boost, but as if to strike a contrast comes the news of Govind's arrest.

Episode 29

The very first week of my assuming secretarial responsibilities saw a Board meeting, and a press briefing. All that was fine, I told myself, but when we came to know of Govind getting into the hands of law, the first thing that occurred to me was all the media hounding that is going to happen, with reporters streaming in or calling up to know what went wrong and so on.

"Swati," boss called me even as I was lost in my thoughts in the meeting hall where we had just finished with the press. "What has happened to you, I have been calling you thrice."

"Sorry, sir," I said. "It was the arrest of our ex secretary that was bugging me."

"Keep your cool," he advised. "These are the times when you need to be poised."

"But sir," I said, "Our share price is taking a beating."

"That could well be a temporary phenomenon," he reasoned. "Only novices get afraid of fluctuations in the bourses. Veterans know the difference between trends and fads. Give the markets a day or two to cool down and then you will see it is the fundamental that counts, and not the dramatic developments."

"Should we disown Govind?" I asked. "He has brought us all a bad name."

"That won't be necessary," boss said. "He has sent in his resignation letter. His wife told me over the phone just now."

"What do we tell the press?" I asked. "They would be asking us a hundred questions about Govind's crimes."

"To be fair," boss said, "let us not become judgmental at this point of time. There could be charges against him, I don't deny. I think the reason why the cops arrested him was that he was having links with Sooty. Yet they have to prove all that - something that may take time. For now, you can fend off the questions with some preparation."

"Such as saying that it came as a surprise to the company that Govind has been implicated in a conspiracy," I suggested.

"Yes," boss acknowledged. "Also, that he had been a good employee, attending to his assigned responsibilities properly. Even the latest management audit, if you see the files, and that involves a staff appraisal, found nothing amiss."

"If the police call up?" I queried.

"We are cooperating with the investigating agencies," he said. "You know how the police was interviewing me in the hospital. Give them any public domain info they ask for. As for anything else, you can refer them to me."

Friday afternoon, conference hall. Catering by Taj Connemara. The ambience is cool with all the staff happily chatting away with the top management. There are enough eats to go round, not as in some of the meetings of professional bodies. Boss finds time to network with everybody, asking one about his new flat, another about his son studying MS in New Zealand. Women have formed a group all by themselves and I join them, not too willingly, because often the chitchat would gravitate to how thick the gravy is, or why it is not advisable to give silk saris to the dry-cleaners.

Surprisingly, I found some of my colleagues discussing what the boss had spoken at the meeting earlier. He had emphasised that, as a performing company, we are likely target for hostile takeovers or such moves.

"The price of liberty is eternal vigilance," he quoted Thomas Jefferson, and added, "The price of performance is to stay focussed. Otherwise, we may become complacent and be swayed by other considerations, and thus become vulnerable to risks."

Then, he had talked about employees: "Some of you must be wondering why we don't meet more often than a quarter. But it may come as a surprise to you that I spend about half my time on people - recruiting new talent, picking the right people for particular positions, grooming young stars, developing managers, dealing with under-performers, and reviewing the entire talent pool. Because, as Welch used to say, having the most talented people in each of our businesses is the most important thing. If we don't, we lose." And that drew a lot of applause.

"I know how some of you feel," boss said at one point. "Why are we not getting pay hikes as some years ago? Why not the company give more perks? And so forth." There were many who nodded. "But these are tough times," said the CEO. "For the economy, for the company and for you too. I realise how many of you should be doing a balancing act with inflation on one side and financial commitments on the other. Our aim now is to keep the neck above water. The alternative would be to fritter away the funds, have short-term happiness, and go into the red soon. However, the good news is that our profitability is more than the industry average." One senior employee went up to speak: "We see from the annual report that the management has taken a cut in its remuneration. I am sure we too can pitch in." Lot of `ayes' from the audience. But the boss replied: "Thanks for the sentiment. It would be sad day for me to ask you to take cuts, or forego your leave salary. Let's hope the economy revives soon." Another round of applause.

As the buffet was drawing to a close, a sullen face appeared at the door. That was Tarun. And I wondered what brought him here.

(To be continued)

swati_CA@hotmail.com

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