Page 89 - Gujar Mal Modi
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CHAPTER

               TEN                                     RETROSPECT











              Mr. Gujarmal Modi struggled hard for the major part of his life. With persever-
              ance and firm determination he succeeded in attaining his objectives and rose

              to heights of eminence. In times of crisis he never lost heart but with faith in God
              and in himself fought his way through. Moreover, as he prospered in business,

              his humanitarian and philanthropic zeal also increased. He was convinced that
              the key to the country’s prosperity was its industry, without of course neglecting

              the agricultural sector. Ploughing back profits from running concerns to enlarge
              them or to establish new industries was a passion with him. He did not view

              his enterprises as money-making ventures but made them sources of capital for
              more and more industries. He was thus able to build up a vast network of small

              and big industries in Modinagar. a township which he built from scratch through
              his sustained personal efforts. He was of the view that the final objectives of the

              Government and the business commu  nity were the same. As he observed in
              his presidential address at the 42nd annual session of the Federation of Indian

              Chambers of Commerce and Industry in 1969: “We both aim at a faster rate of
              development. We both wish the country to have a better standard of living. We

              both want full employment for our people.” An industrialist with a dynamic and
              progressive outlook, Mr. Modi realised that harmonious relations with labour

              were necessary for success in an industry. Long before welfare policies became
              an accepted norm in India, he built pucca houses for workers near the places

              of work and provided educational and other facilities for their dependents. He
              forestalled the concepts of workers’ participation in management by setting up

              Works Committees in his factories as long ago as 1947. That employees and em-
              ployers should bilaterally sort out their mutual problems without involvement

              of extraneous elements was the crux of his outlook on industrial relations.

              In 1946 there was a strike in one of the Modi mills. It lasted a fortnight without







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