The Grey Chronicles


Recommendations for Future NSC: S-T Strategies

S-T Strategies: To alter perhaps the threats (T) into strengths (S), the following strategies are proposed:

Revive Corporate Communications to update employees of all issues. (S1, S4, T1, T4). NSC News, associated with the Company itself rather than with any of its sectors, enjoyed almost 21 years of being the corporation publication for NSC from 1976 to 1997. Bayani Santos, Jr., NSC News editor-in-chief, wrote in November 1992 issue, “The magazine … has become our people’s collective intellectual and written tradition … as they build this Institution.” For years, it featured corporate affairs, news updates, regular columns, forum, miniature art and literary pieces written or drawn from a small editorial staff of ten, plus at most 55 area coordinators-contributors.

On 06 January 2005, then GSPI’s president Sushant C. Das appointed twenty-two employees to comprise the editorial staff and communications coordinators for the company’s quarterly newsletter, aptly named: Global Phoenix. The newsletter aimed an added communication link between the organization, its employees and their families by informing of the events, updates, plans and direction of the company (Internal memo to author). Drafts were laid out for the maiden issue, but except for the appointment memo, it never saw the light of day.

When Indian expats first came to NSC, they had the mistaken notion that events regarding NSC written in the newspapers then at the end days of liquidator’s phase were not allowed inside the corporate grounds. Employees caught reading or disseminating the clipped news items were made to explain to their respective heads. Every so often, even recent office memoranda regarding personnel matters are marked for your eyes only or restricted to the recipient. Moreover, a Total Productive Maintenance (TPM) newsletter, Flash TPM, is sometimes published aggrandizing the breakthroughs of the Management Initiatives department. Although there is the facility of using Lotus Notes, for select individuals who has ready access to a networked computer, the system is more often than not used for recycling spam or forwarding memos, but not used as a communication tool for the whole corporate arena because of software and hardware limitations. The same dilemma is faced by the Intranet, which can only be viewed by select individuals excluding most rank-and-file personnel. Thus, this researcher doubts the sincerity of the efforts to revive a semblance of a printed and publicly-viewed corporate communication newsletter at par with the defunct NSC News. Yet, it is common knowledge that corporate communication is the key to disseminating the right information at the right time rather than building-up loose talks through the grapevines.

Use local talent to address power conservation. (S1, T2) During the trying times under the Wing Tiek-Hottick NSC, cost reduction and austerity measures were the key words, as exhibited by the constant articles on this subject on many issues of the NSC News. Power conservation means were suggested by local personnel. Recycling, i.e., writing on the other unused side of a used paper, saved the company money intended to buy reams of crisp clean sheets; refilling of used computer printer ink cartridges; etc. was a fashionable money saver. Using the available local talent, pooling them together could result in a much bigger savings than just turning off the lights in a room when nobody is around.

Maximize base capacity production through efficient use of resources. (S2, S3, T3) People are the key to manufacturing or production of steel, especially if the facilities are yet to be fully automated. Maintenance spare parts are “the juice”, as one maintenance supervisor said, to make those facilities operate efficiently, safely and cost-effectively. Last but not the least is the capability of the installed base capacity the facility. A balance of all these three elements must be met for an equitable accounting of contribution to the totality of production process.

Create common corporate memories, symbols, etc. (S1, T4) In any organization, corporate symbols and corporate ceremonies create semblances of community and commonality. Management creates the means that these facades are transformed into personal convictions or group dynamics.

Initiate concept- sharing on environmental measures in AEC. (S5, T5) Three major agreements were reached at the Earth Summit in Rio de Janiero, Brazil in June 1992. These are the Rio Declaration, Agenda 21 and Forest Principles (Cola, 1993). The Rio Declaration contains the statement of principles, the basis of Agenda 21—moral, just, habitable, clean, cooperative, secure, prosperous and shared world. Agenda 21 addressed to governments, non-government organizations, groups and the public, all of which must be involved to diminish environmental catastrophe in the 21st century. Forest Principles provide for a future convention on forest conservation and restoration. These three agreements signed by 170 nation states should be dealt with also by the future ASEAN Economic Community in a concept-sharing method. The Community sharing common tropical weather has virtually the same ecology and natural environment, thus any improvement in one could be replicated in another.


Santos, Bayani Jr. (ed.) (1992), 18th Anniversary Supplement: Milestones. NSC News. Makati: Corporate Communications, NSC pp. 46-47. back to text

Interviews with persons who wished to remain anonymous (refer to Appendix FF), various dates. back to text

Cola, Doods (1993), Agenda 21: Survival in the Next Century. NSC News, XVIII: 6, Makati: Corporate Communications, NSC, 30 June, 1993. p. 11-14. back to text


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