Business biography: How Jatinder Mehra, former Executive Director of SAIL, rebuilt its workforce

While his personal life was suffering immense tragedy, Jatinder Mehra’s tenure at Rourkela was also not without its challenges, particularly in dealing with the political influence of labour unions, a reality that had to be navigated with caution. The 1970s saw strong union activity, with frequent strikes and demands that often clashed with operational needs. These were defining moments that challenged Mehra’s ability to uphold operational integrity while prioritising worker safety. His time at Rourkela provided invaluable lessons in decision-making, negotiation, and the delicate balance of maintaining both discipline and fostering collaboration in a high-stakes industrial environment. “What I learned there shaped my future approach to management,” he reflects. “It wasn’t just about solving the immediate problems but about building systems that prevented them in the first place.” Mehra’s management philosophy became particularly important during his time at Rourkela, where the dynamics with the unions could sometimes be contentious. “In the 1970s, union power was strong, both in India and abroad. There were times when they would pressure the management to make decisions outside of the law or accepted protocols. I had to stand firm, even if it wasn’t the most popular stance.”

Mehra’s success at SAIL (and later at Essar Steel)...

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