Inspire Positivity

Introduction:

In the late 1950s, during my childhood, I witnessed my father’s dedicated role as a divisional accountant in the Engineering division overseen by an Executive Engineer at Northern Railways of Indian Railways. At the tender age of four to five, I lacked an understanding of engineering intricacies, yet vivid memories linger of my father’s bustling days while supporting the divisional engineer in his accounting capacity.

His workdays were far from conventional, devoid of fixed office hours, primarily due to a contractual dispute that had propelled the railways into arbitration. This legal challenge consumed a substantial portion of his time, necessitating his assistance to the department and late-night briefings with the lawyer, available only during odd hours. My father, known for his meticulousness and unwavering work ethic, mirrored the dedication of the series of divisional engineers under whom he served.

His passion for the profession was palpable, and he held a deep appreciation for Civil Engineering. This sentiment was not merely professional; it was personal. In the subsequent paragraphs, we delve into the reasons behind his profound affinity for Civil Engineering, shedding light on the roots of his devotion to the field. In this narrative, we will explore the defining characteristics of four generations of Civil Engineers in India and trace the transformative journey that has unfolded over time.

I would like to clarify that the observations shared here are solely derived from my personal experiences, and I do not intend any derogatory implications towards anyone. As a fellow Civil Engineer, I hold a profound appreciation for the intricacies and significance of this esteemed profession.

Post Independence and into 1950s:  

In the immediate aftermath of gaining independence and extending into the late 1950s and early 1960s, a fervent era of Nation Building emerged in India. During this period, engineers operated with a remarkable degree of freedom, driven more by a results-oriented mindset than a rigid adherence to procedures. The Engineering Officers of that epoch were notable for their strict discipline and practical, field-oriented approach.

Despite the prevalence of corruption within engineering departments even in the pre-independence era, it is noteworthy that the structures constructed during this time have proven to be exceptionally resilient over the years.

1950s and 60s  

Positive, Helpful, and work oriented Approach:  

Engineers of that era demonstrated remarkable initiative, drive, and resourcefulness when confronted with challenges in their work. Drawing from my personal experience as the son of a divisional accountant in an engineering division, I vividly recall a situation that exemplifies these qualities.

Facing a two-year wait for the allotment of Railway Accommodation, and with no immediate prospect of securing a Government Quarter, our family was confronted with the possibility of renting a residence far from the project site in Old Delhi. However, the need for my father’s presence near the office, due to the absence of fixed working hours, posed a logistical challenge.

In a stroke of ingenuity, the Executive Engineer in Charge devised a unique solution. He constructed a temporary living quarter using discarded railway sleepers, coated with mud plaster, and topped with a roof safeguarded by mud fusc and tarpaulin. This makeshift accommodation was established on a vacant piece of land under his jurisdiction. I resided in this innovative living space, assisted by an office boy who aided my mother with household chores and marketing before and after office hours. In appreciation of his services, we provided him with food, clothing, and accommodation as compensation. This experience exemplifies the resourcefulness and problem-solving skills that characterized the engineers of that time.

Initiative for Experimentation and Innovation:

The following account sheds light on the fearlessness of Engineering Officers in the past when it came to embracing experimentation and innovation. Nearly a year after settling into our improvised accommodation, my father shared an intriguing development with me: the project office was planning to relocate an existing railway quarter of a station master, situated in the path of a railway track, by a few hundred feet instead of resorting to demolition.

As a curious child, I yearned to witness this remarkable undertaking, yet I was denied permission due to the inherent risks involved. Nevertheless, the experiment unfolded successfully under the astute guidance of the Executive Engineer. He meticulously designed the requisite shoring and scaffolding using locally available scrap, orchestrating the seamless movement of the building to its intended location without incurring any damage.

This anecdote stands as a testament to the dynamic, confident, knowledgeable, and initiative-driven nature of engineers from yesteryears, particularly within the realm of Civil Engineering.

Era that produced Legends in Civil Engineering:

The commendable contributions of numerous engineers from bygone eras are truly noteworthy. Civil engineering has been graced by legends such as Dr. A.N. Khosla, who not only excelled in his engineering endeavours but also served as the Governor of Odisha. Dr. K.L. Rao, another luminary in the field, held the esteemed position of Minister for Irrigation and Power in Pandit Nehru’s cabinet. Shri Kanwar Sen left an indelible mark with his visionary Rajasthan Canal Project.

Among the distinguished minds in the realm of Civil Engineering, we find ace designers like former Director of IIT, Prof. O.P. Jain, and Professor Jaikrishna, both of whom have significantly contributed to the discipline. These luminaries represent a select few among the many who have shaped the landscape of Civil Engineering with their exemplary work.

Independence of Expression and Meticulous Record Keeping:

A notable aspect that I deeply admire about the veterans in Civil Engineering is their commitment to flawless documentation and meticulous record-keeping. Allow me to share an illuminating incident from my own experiences. During my tenure at WAPCOS, we engaged a consultancy led by a retired Director from the Central Water and Power Research Station in Pune to evaluate the dam safety issues of Vihar Lake, constructed in 1860. This undertaking necessitated delving into the historical records and drawings of the project.

Initially, the department hesitated, claiming the unavailability of these crucial records. However, after a thorough search, they were discovered in an old almirah. What stood out was the precision with which the differences of opinion between the Engineer in Charge and Professor Rankine were documented. The Engineer in Charge, acknowledging the stature of Professor Rankine, faithfully recorded the resolution of their disagreement. This incident reflects a bygone era where there seemed to be a genuine freedom of expression and independence in professional matters. It prompts contemplation on whether such freedom to document professional disagreements would be received with the same spirit by seniors in our present vibrant democracy.

Similarly, during my pursuit of a master’s degree at the University of Roorkee (now IIT Roorkee), we were informed that the designs and drawings of the Cautley Aqueduct, completed in 1830, are still available. This starkly contrasts with contemporary challenges faced by engineers, where the as-built conditions often deviate from the initial design due to unforeseen field conditions. Internal details can also differ from what is conceived on the drawing board. Access to such information becomes crucial during structural reviews for assessing efficacy and safety, but regrettably, it is often challenging to obtain. This prompts contemplation on why we haven’t gleaned this invaluable practice from the engineers of the bygone era.

Following the era characterized by initiative, drive, and professional pride, I found myself working alongside the subsequent generation of engineers. While technically adept, this cohort did not quite match the initiative and drive of their predecessors. Unlike the earlier generation, which took pride in being Nation builders, the succeeding generation appeared somewhat confined by routine. While their knowledge and intellect were unquestionable, the once-vibrant initiative seemed to have waned.

The culture of fearlessly recording opinions had noticeably receded into the background. Decisions, once propelled by a proactive work-oriented approach, now leaned more towards procedural adherence. There existed no shortage of competence, yet the dynamism and assertiveness that characterized the earlier generation had taken a back seat.

The Civil Engineers of Seventies in India:

In 1972, during my stint as an engineering student trainee, I experienced a defining moment on the first day of my training at an Indian Railways site. A new Executive Engineer, succeeding his ‘daring’ predecessor known for ‘commission-driven’ decisions, surprised us with an unannounced inspection. Arriving during the lunch break, he inquired about my observations since the morning. I proceeded to show him a stack of deformed bricks passed as ‘Class A,’ a ‘dry’ soak pit designated for soaking bricks, a shuttering riddled with holes meant for a portico, and, to top it off, a recently constructed wall without the proper staggering of joints.

The Executive Engineer meticulously recorded these observations in the site order book and promptly ordered the demolition and reconstruction of the walls at the contractor’s expense. Unhappy with this directive, the contractor facilitated my transfer to another site, where a multi-storey building was under construction by a different contractor a few hundred meters away. My new responsibility was to assess the quality of materials on-site.

Upon reviewing the Indian Railways specifications, I discovered that the maximum allowable clay content in sand for concrete mix preparation was four percent, significantly lower than the CPWD specifications of that era and generally acceptable limit of 8 percent. Upon inspecting the Badarpur sand supplied by the vendor, I found the clay content to be higher than the permissible limit and recommended washing it before use. The instructions were promptly followed; jute bags were transformed into flat sheets and placed on a spare bamboo platform, which laborers used as a step to sit and work. Several laborers were reassigned to carry out this task, allowing the excess, red-coloured clay to drain away after washing.

Word of this practice reached the previous contractor, who visited the site and humorously commented, “This red-coloured wash is the blood of the contractor.” However, after a few days, the Engineer-in-Charge explained to me that a compromise needed to be made at the site, either accepting the available sand in the market while ensuring that the clay content was not excessively high or facing a time overrun in the project. Subsequently, my influence at the site diminished, and I began delving into other aspects of constructing a multi-storey building.

Mid Seventies to Late Eighties:

A year after graduating, I joined the Civil Engineering faculty of my engineering college as an Associate Lecturer. However, my father harboured the desire for me to prepare for and join the Engineering Services as a Class I officer—a highly esteemed path for Civil Engineers during those times. In pursuit of this goal, I diligently prepared for the Engineering Services Examination and successfully passed it, securing a position in the Central Water Commission from September 1975 onward.

I humbly attribute all my professional learning, academic qualifications, and the development of my specialization in the field of hydrology and water resources to the experiences gained at the Central Water Commission. This department not only provided a conducive environment for learning but also granted me the opportunity to pursue my Masters in Hydrology and receive training in mathematical modelling under a UNDP-assisted program in the USA. Out of my thirteen years of service in the Central Water Commission, nearly two years were dedicated to training and acquiring higher qualifications.

While I made contributions during my tenure, the lack of exposure to fieldwork and the extended gestation periods of projects were notable challenges. Particularly during the Eighties, the development of water resources appeared financially burdensome, and water resources management had not yet gained momentum. In this scenario, it became evident that the careers of many engineers in the CWC might not witness the realization of their planned projects on the ground, offering tangible benefits to society. The sluggish pace of government initiatives proved frustrating, leading me to ponder why the government recruited the country’s top talent only to underutilize them.

Motivated by a desire for more impactful work, I decided to explore opportunities with WAPCOS. As consultants, I anticipated that they might offer a more dynamic and varied workload, with the potential for assignments to materialize effectively.

During my tenure at the Central Water Commission, I encountered a mix of officers—some incredibly supportive, while others presented obstacles at every turn, as one might expect in any career. Most adhered to routine, but a select few became invaluable mentors from whom I gleaned significant insights.

Field Engineers-Attaining Annual Financial Target-a Priority

During one of my assignments in WAPCOS, I visited a dam project where I had prepared the Reservoir Operation Manual and Flood Forecasting Scheme. To my dismay, I found the dam filled to its full capacity, yet not a single inch of the canal had been constructed. Expressing my concern to the Executive Engineer In-charge, I highlighted what seemed to me a shocking waste of taxpayer money. The Executive Engineer responded, “Sir, my posting here is about to end, and land acquisition is a major headache. I’ve met my financial targets, and my superiors are content. Let someone else worry about the canal.” This was a prevalent situation in numerous water resources development projects under construction at that time.

Issues such as time and cost overruns were pervasive, arising from factors like insufficient funds, procedural delays, contractor litigations, and public disputes during the land acquisition process. Writing manuals without a clear timeline for their implementation proved to be a frustrating experience.

However, amid these challenges, the opportunity to integrate WAPCOS into computerized operations emerged as a bright spot. I developed custom-made computer programs and worked with software, marking a significant step forward. I credit WAPCOS for equipping me with valuable insights into consultancy project management and enhancing my understanding of these complex endeavours.

Engineers of the 1990s-Experience with Recruitment:

In the early nineties, I assumed the responsibility of recruiting Civil Engineers for WAPCOS, a time when the organization lacked established rules for such processes. Eager to introduce transparency, I proposed a comprehensive approach, outlining a written test followed by a personality test for those who cleared the initial written examination. The approved weightage for both tests aimed at ensuring a fair evaluation.

Contrary to the prevailing trend of objective-type tests, I opted for a more traditional format, featuring elaborate numerical and descriptive questions. My rationale was grounded in the belief that a consultancy company demands not only robust technical knowledge but also effective reporting skills, aspects that could not be adequately assessed through objective testing. This departure caught most applicants off guard, resulting in subpar performances for many, except a few who navigated the challenges successfully.

Following the personality test, my Managing Director introduced another change—requiring those who passed the examination and personality test to deliver a presentation before final appointment. This unexpected twist presented its own set of challenges, yet we successfully recruited a group of trainees. A similar rigorous process was applied in the selection of computer programmers.

To my surprise, after recruitment of some computer programmers, a very senior officer questioned the regional distribution of selected candidates, asking, “How have you selected so many south Indians while you are a north Indian?” In response, I maintained a straightforward stance, stating, “I have solely assessed their computer programming skills, nothing else.” However, this approach, while focusing on merit, led to a degree of unpopularity among certain administrators within the company.

The quality of Civil Engineers selected in the 1990s appeared satisfactory, yet a lingering sentiment persisted: ‘yeh dill mange more’—a desire for even better candidates.

Saying No- The Jellyfish Way:

When it came to envisioning the trajectory of a Consultancy Company specializing in water and power assignments, my vision diverged somewhat from the management’s perspective. In those days, my inclination was towards cultivating more specialized skills, particularly in mathematical modelling, elevating the quality control of our reports, and consolidating our foundational strengths. However, the Government’s criterion for evaluating management performance seemed tethered to the company’s turnover.

The most straightforward route for a PSU to boost turnover was ‘diversification’ into various areas, often involving engaging retired consultants to undertake projects. In this process my proposals to build on the basic capacities of the company and making them a house of excellence met a cold response. Whenever I proposed acquiring expensive yet valuable software that could set the company apart or enhance the quality control of our reporting, it was met with a barrage of ten questions. Answering those questions only led to another set of ten queries, creating a back-and-forth reminiscent of a ping pong game with a highly skilled defensive player. This continued until I felt a sense of frustration, realizing it was likely a futile exercise. I facetiously nicknamed this boss of mine a ‘Jelly Fish,’ recognizing it as a subtle way of expressing disapproval or a polite refusal.

The Wonderworld of WAPCOS Clients of nineties:

A vivid episode from my past memory involves a stormwater drainage consultancy project. In a bid to secure it, I assigned one of my sharpest juniors to meticulously document and photograph all bottlenecks and potential stagnation points in the cities relevant to the project (GPS technology hadn’t yet become widespread). Our proposal, crafted based on this comprehensive assessment, ingeniously outperformed the submission from a well-known multinational company, favoured by the Project Management Unit (PMU).

Despite the Technical Evaluation Team favouring our proposal, the PMU hesitated to retract any prior commitments made to their favourites. To impede our progress, they called us for negotiation meetings on three separate occasions, only to cancel each meeting, wasting the time of our senior management and ourselves. Undeterred, we persisted. On the fourth attempt, a meeting finally took place, but to our surprise, they began discussing another project not on the agenda—one that I had no knowledge of.

Before I could express my surprise, our Managing Director discreetly pressed my hand and passed me a note that read, “We are getting a project. We are not giving up Storm Water Drainage; they will have to give it to us.” In that crucial moment, drawing on acting skills cultivated during my school days participating in dramatics, I concealed any hint of surprise. True to the MD’s intuition, our perseverance paid off, and they had no choice but to award us the stormwater drainage project. This type of project management approach by clients would have been unimaginable to engineers and bureaucrats of previous generations.

The Joy of doing small things that bring smile on the face of the Poor:

In pursuit of seeing the tangible benefits of my engineering efforts quickly impacting society, I sought a position with the Royal Danish Embassy for management of their bilaterally assisted projects in the water sector. At that time, the Embassy was actively engaged in providing bilateral assistance to the Government of India for water supply and sanitation schemes, emphasizing a demand-driven and participatory approach. Over the course of seven and a half years with Danida, I had the privilege of leading teams that implemented these projects. I consider myself fortunate to have played a pivotal role in bringing smiles to the faces of thousands of villagers. This was achieved by rehabilitating and enhancing defunct schemes, encouraging Gram Panchayats to take ownership of assets, involving communities in quality control, and jointly managing schemes with engineers and sociologists.

Our work extended to the construction of thousands of twin-pit latrines, and we actively promoted their intended use through continuous education efforts within the villages. Throughout this period, Danida functioned as facilitators and trainers, working alongside Gram Panchayats. Additionally, I was engaged in watershed projects in the Koraput and Malkangiri districts of Odisha, where we designed interventions that empowered farmers to maintain the structures independently. Witnessing farmers from non-project areas replicate our work was particularly satisfying.

After seven and a half years, I made the decision to resign from Danida due to their plan to phase out of India in the next three or four years. I transitioned to consultancy with a desire for new challenges and opportunities.

The collaboration with sociologists, water quality experts, engineers, and other professionals at Danida was marked by their commitment and dedication. In one instance, when informed that pipes with BIS marks in the field did not meet satisfactory standards, I opted for a pragmatic approach. Instead of initiating a bureaucratic letter war with the concerned State Government, I issued advice on behalf of the Embassy suggesting that shortlisted companies preferably have both ISO and BIS accreditation. This simple step worked remarkably well, leading to the disqualification of undesirable suppliers.

Working with Danes and expatriates serving as advisers to Danida-supported projects was a valuable experience. This exposure allowed me to operate in a multidisciplinary and multicultural environment, a crucial aspect of my professional development.

In summary, my decision to part ways with Danida was rooted in their strategic decision to exit India, and the prospect of winding up a program that we had collectively nurtured as a team did not align with my vision for professional fulfilment and excitement.

Recruiting Engineers in late 2000s Private Sector:

 In the 2000s, as I transitioned to the private sector, I found myself somewhat detached from computer programming and modelling. Instead of relearning these skills, I opted to rely on my younger colleagues for technical execution while contributing through result discussions based on common sense and experience. My involvement extended to reporting, project management, and business development.

Observing the younger generation, I noted that some applied models without a deep understanding of the underlying physics or practical considerations. Notably, a few were not qualified as Civil Engineers and faced challenges comprehending the configurations of structures. This period marked the IT age, where everyone sought diversification into software. Civil Engineering graduates, traditionally inclined towards construction, were being lured by major construction companies like L&T and HEC. Consequently, in consultancy, we often had to be content with individuals qualified as agricultural engineers or those genuinely interested in mathematics and modelling. The lure of higher salaries in the IT sector also meant that compromises had to be made.

During my stint in the private sector and interaction with engineers of the 2000s, my Managing Director urged me to participate in campus recruitment at a university offering an integrated M.Tech in Water Resources. Initially hesitant, I complied with his insistence and found little surprise in the outcomes. Interestingly, the toppers fared poorly in the interview, while those in the middle order performed slightly better, yet not good enough to be recruited. Following the interviews, I took the opportunity to connect with their professors over dinner, offering unsolicited advice on effective teaching and examination techniques.

Conclusion:

   In conclusion, although our country is undoubtedly in need of digitization and IT advancements, there is still a considerable distance to cover before realizing its complete infrastructural potential. In my perspective, there is an urgent necessity to foster a new generation of individuals with the right attitude and dedication to the civil engineering profession for the comprehensive development of our nation. I express a longing for the return of the professional attitude and pride that characterized the 1950s and 60s in this field, coupled with the integration of modern models and technology.