5. Competition in markets

6. Import Policy (of materials)

7. Capital structure of factory

8. Balance sheet for 1970

9. Income/Expenditure for 1970

10. Actual sales for 1970

11. Production in 1970

12. Methods of management and leadership

13. Import of materials for 1971 (recommended place and
quantity)

14. Salaries and productivity

15. Sales, markets and quality of production for 1971

16. Purchasing Policy for 1971

17. Organisational problems

18. Educational policy (formed education committee)

19. Increase of Equity capital

20. Factory expansion programme for 1971

21. Workers’ Housing Scheme

22. Sales targets for 1971

23. Production targets for 1971

24. Income and Expenditure Estimates for 1971

25. Profit and Loss objectives.

It should not be thought that some of topics were beyond the
comprehension of the workers. According to the Chairman, the
representatives have contributed a lot of novel ideas on
organisational and technical matters. To illustrate, I shall give the
two most outstanding instances.

For the annual production plan for 1971, the planning com-
mittee had endorsed the draft prepared by the ‘experts’ and was
being examined by the council before being forwarded to the
Board of Directors for final approval. The Board of course is
nearly a mere rubber stamp on such matters. One of the workers
suggested that many of the ‘income’ items were grossly un-
derestimated and produced a scheme for increasing such incomes.
These had to be taken in by the ‘experts’, thus multiplying, for
example, the estimated income on scrap metal fourfold—from shs.
20,000/— to 80,000/— as suggested by the workers. Later on, a
group of ordinary workers again came out with a scheme for cut-
ting drastically the firms expenditure on water by using a pipe

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