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 ormer
Deputy Chairman of Richard Pieris & Company (RPC) Ian Pieris labels the
red tape and bureaucracy that slows down the wheels of the public sector
as “creative inertia”. He adds: “While I’m not in a position to judge
whether it has become worse over time, I won’t term it mere red tape or
bureaucracy – rather, I’d call it ‘creative inertia’ because of a certain
laissez-faire attitude. Postponing decisions, the non-implementation of
policies laid down by policy-makers and putting up stumbling blocks in the
way of implementing policies are all signs of this phenomenon.”
Having joined RPC back in 1962 – and
serving on its board for 35 years, prior to his resignation in 2002 –
Pieris reflects that during the early part of his career, business was
hampered by strict import controls, with goods and services requiring a
licence for purchasing. “Raw materials to operate the factory were
obtained only under licence and, therefore, red tape was nothing unusual
then. Over the years, this type of bureaucracy became more widespread –
starting with consumer goods and even essentials, and ending with import
controls on raw materials.”
Operating a manufacturing facility on
rationed raw materials made it difficult to achieve optimal industrial
efficiency, as such plants could not work to full capacity, resulting in
multiple inefficiencies. “I think the only way we got round the challenge
was by being street smart. We had to get our foot in at the door in the
best possible way – although I must hasten to add that there were no
dishonest methods involved! We just had to be innovative enough to get the
attention of those bureaucrats,” he reveals.
With import quotas being inadequate,
Pieris recalls having to approach the relevant minister and plead his
case. “This took up much productive time, which really was a waste. The
bureaucrats rarely made themselves available, because all industrialists
were viewed with suspicion. However, certain ministers were more
efficient, accessible and willing to listen than others,” he recalls.
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