The Salala Rubber Corporation (SRC), under previous ownership by Socfin, a Luxembourg-based multinational, was plagued by a legacy of neglect, characterized by substandard living conditions for its workers and a lack of essential social services. A damning report by the Earthworm Foundation exposed these issues, highlighting dilapidated housing, inadequate healthcare, and a general disregard for worker well-being. This period of neglect culminated in violent protests in June 2024, leading to the destruction of company property and Socfin’s eventual divestment. The arrival of new owner, business tycoon Upjit Singh Sachdeva, known as Jeety, signaled a potential turning point for SRC and its workforce.
Jeety prioritized addressing the concerns raised in the Earthworm Foundation report, placing the well-being of his employees at the forefront of his vision for the company. He embarked on an ambitious 24-month modernization plan, which included the renovation and construction of over 500 housing units across the plantation’s seven camps. While acknowledging the urgency for improved housing, Jeety emphasized a phased and systematic approach to ensure the long-term sustainability of the project, given the inherited financial challenges and limitations posed by the rainy season. This commitment to improving living conditions sparked optimism among workers, who saw it as a significant departure from the previous management’s apathy.
Beyond housing, Jeety’s vision extended to a broader range of improvements aimed at enhancing the overall quality of life for SRC workers and their families. These included the provision of free electricity and running water to all camps, projects previously unimaginable for the workforce. Further plans included cost-free Starlink internet service and an on-site ambulance service, projected for completion by the third quarter of the year. While workers appreciated these initiatives, they expressed concerns over the proposed two-year timeline, arguing for a faster implementation given the company’s resources. Jeety, however, maintained that the two-year timeframe was necessary for proper planning and long-term sustainability, considering the financial constraints and logistical complexities involved.
Significant improvements were also made to the SRC school system and health center, which had suffered from years of neglect under the previous ownership. The health center was equipped with a qualified doctor, modern equipment, and a fully functional laboratory, providing access to quality healthcare previously unavailable on the plantation. The schools underwent extensive renovations, complete with electricity, running water, and upgraded facilities, creating a conducive learning environment for students. A new daily meal program significantly improved student attendance and focus, while a groundbreaking scholarship scheme offered graduating students opportunities for higher education, both locally and internationally.
Jeety’s approach to employment marked a significant shift from the previous management’s practices. Instead of continuing the downsizing trend, he rehired laid-off workers, preserving 900 jobs that would have been lost due to Socfin’s closure. He also addressed the contentious issue of salary advances with interest, eliminating the 25% interest rate previously charged, providing much-needed financial relief for workers. Furthermore, the employment status of rubber cup cleaners, primarily women, was formalized, offering them fixed salaries, shorter working hours, and recognition as full SRC employees. These reforms significantly improved their economic stability and sense of value within the company.
While Jeety’s leadership has been met with cautious optimism and appreciation for the positive changes implemented, concerns surrounding the bonus system persisted. Workers argued that the existing bonuses, although paid in cash as per their request, did not adequately reflect the rising cost of living. Jeety acknowledged these concerns and committed to reviewing the bonus structure in the future, emphasizing the company’s commitment to improving worker welfare while navigating the financial challenges inherited from the previous management. Despite these lingering concerns, the overall sentiment among SRC workers was one of hope for a brighter future under Jeety’s leadership, characterized by improved living and working conditions, greater respect for their labor, and a renewed sense of opportunity for their children.
