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WFH; I managed when needed to work in the office. I could secure complete
support from them and we completed all the tasks as and when required”
(Respondent, Oil and Natural Gas Corporation).

- “Despite the challenges, people had a positive outlook which is worth
appreciating. Colleagues could depend on one another for support of any kind.
Inter departmental coordination was effective. People were sensitive towards
making work happen within the constraints” (Respondent, Hindustan Petroleum
Corporation Limited).

5.3 Conclusion

WfH is not a new model but the pandemic enforced it even when some PSEs were
probably not fully ready for it. Most organizations are now equipping, and have
equipped themselves to continue business-as-usual by shifting gears and adopting
work-from-home practices. This has included eliminating the need for physical
document management by using digital solutions. Further, in the absence of a specific
and written policy, many PSEs are formulating their WfH policies in conjunction with
any guidelines or directives by the Department of Public Enterprises (DPE), the nodal
ministry for CPSEs, under the Ministry of Heavy Industries and Public Enterprises,
Government of India.

For the PSEs, WfH is not a women centric or gender specific arrangement. Though
more women may avail of the option than men. Notwithstanding, who avails WfH
option, COVID-19 made the need for a clear cut WfH policy inevitable. And as summed
up by a woman executive:

“For WfH arrangement to be adopted by company, there must be a clear WfH
policy, which covers - infrastructure at home, performance management, career
progression, project evolution, new project distributions, etc. It must also clearly
address the issue of visibility in organisation, leadership, transfer, networking,
etc.” (Respondent, MMTC Limited).

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