Despite having 1,000-plus workers, Jindal Iron and Steel (Jisco) hasn't had a workers union in the last three decades. At its two factories in Maharashtra, workers have not struck work for even a single day. In the past two years, the steel industry has been through a downturn, and salary increments at Jisco have been niggardly. Yet Jindal employees have rated their organisation as a great place to work. Why?

The answer lies in the manner the steel-maker engages its employees - on the job and off it as well. Shop floor employees don't get to hear of the new product after R&D has finished the product development. Workers are encouraged to chip in even during trial production. Then employees are trained to think commercially through communication. "What happens if you save 1gm of zinc coating while galvanising sheets or what are the benefits of negotiating long-term freight rates and sticking to delivery deadlines?" In each case, cost savings are shared with employees. The company even allotted shares directly to its employees in 1999 and in 2003. Says joint managing director and CEO Raman Madhok: "Jisco has built a high degree of ownership and pride among employees."