He changed the lives of many thousands of people by his open and humouristic, yet thoughtful and understanding of life in general.
K. M. Mammen Mappillai (Kochappachen), youngest son of K. C. Mammen Mappillai, the man who founded MRF with seven of his brothers, his sister and one sister-in-law who lost her husband at an early age, ran the company in a most humane manner. Despite every possible hurdle, he drove it to the top of all Indian tyre companies.
Besides being the leader of a corporate giant, he was also an accomplished artist. It was this tenderness that dominated his handling of people. This photograph of a painting by Kochappachen of the family home on the island of Kuppaparam, in the backwaters near Alleppy / Kottayam in Kerala, raises nostalgic memories of my childhood days swimming in those "crocodile" infested waters. We used to swim only in the area near the far left of the picture where was the washing room on the waterfront. (Those were indeed dreamy days.)
He was ably assisted by his wife's brother, Kurian George (Georgie, to me), who retired recently from his post as Technical Director. His other brother-in-law, my father, Kuriyan Matthan, assisted him by giving him non-family oriented professional advice, whenever asked, and getting him the services of some of the best engineers (for example, Mr. S. K. Rao and Mr. C. P. J. Diaz) to help in setting up the company in its early years.
When the company was struggling for financing, it was the father of my Bombay Cathedral School classmate, Elijah Elias (Ooky), who had just taken charge of Corporate Financing of State Bank of India in Bombay, that came forward and trusted MRF and the family and provided the crucial funding necessary to set the company on its course. Kochappachen never forgot that help and always made it a point to remember Mr. Elias and his closeness to the family as was seen in the friendship I have had with Ooky for almost 50 years. Ooky probably never even probably knew this till much later in life. I remember his father quizzing me on all the aspects of the tyre company and our family when he was discussing the funding of MRF. In this process, the late Mr. K. C. Mathulla, who had a way of dealing diplomatically with all people, played a very critical role.
It was Kochappachen's elder brother, Mr. K. M. Philip (Peelukuttychayan), who was instrumental in setting up the collaboration with a small US tyre company, Mansfield Tire & Rubber Company of USA, in Akron, Ohio, owned by James Hoffman, so as to start the tyre divsion of MRF, which till then was dominating the Indian field in rubber compound for tyre retreading. The story has it that Peelukuttychayan met Mr. Hoffman in a YMCA and from there on the friendship blossomed into the formation of the Joint Venture.
After the starting of the company, when production problems were being faced, the family brought in Mr. T. Thomas, son-in-law of another brother, the late Mr. K. M. Eapen (Eapachayan), (Chairman Board of Governors of Cathedral School) who with his organisational management skill helped streamline the company. A tyre company consists of 7 indepndent operational streams and it is necessary to co-ordinate them perfectly to get the overall production to grow. At the time Thomas came in, the company was stuck at a level of 800 tyres per day. He helped to organise it so as to take the production to 3000 tyres per day - the breakthrough which brought MRF on par with the other tyre companies which were then operating in India - the multinationals Dunlop, Firestone and Goodyear, whose only interest at that stage was to see the collapse of this Indian owned and managed company. This reduced production cost and brought the company on the road to profitability.
T. Thomas was over-ambitious, wanting to become the Technical Director and eventually, Managing Director, of the company. So, it was necessary to part company after he set the company on its course. At this stage a major family crisis developed as Thomas was the son-in-law of a respected brother. It was my mother, who was loved to the skies by all her brothers, who firmly held the brothers together and ensured that this problem did not result in the collapse of the family which would have led to the ultimate demise of MRF.
Thomas did not do so badly, however. He was the first person who was ever re-employed by Hindustan Lever, going on to become the Chairman of that company and then a Board Member of Unilever Headquarters in London. He knew how to play the rat race game!!
There were many who contributed to the growth of MRF. Among them I would count my very dear friend, the late Prem Sadanand, who came in from Borosil Glass Ltd. as the Staff Assistant to the Managing Director, and the late Mr. N. P. Abraham, who came in from the Marketing Division of the drug giant, Sandoz Ltd. These two people earned the trust of Kochappachen to a degree that I saw in none other. They disagreed with him on many issues, but he knew that they always had the interest of the company at heart when they gave him advice. That, he respected above all.
At a most crucial stage of the company much later, Kochappachen's late son, Ravi Mammen, a product of the Jamnalal Bajaj Institute of Management Studies in Bombay, with a very socialistic vision of management, turned around the company from its major problems, especially labour and corporate image. He helped break the stranglehold of the destabilising unions, interested only in their power and least interested in what the workers welfare, with his very direct and honest approach.
The company is now being ably captained by Kochappachen's eldest son, Vinoo Mammen, and his youngest son, Arun Mammen.
In his lifetime, Kochappachen set up the company so that it was professional management combined with love and affection, which is only possible in a family managed company, that was the basic principle of running this great company.
Above all, he insisted on quality.
Kochappachen had the patience to listen to advice from everyone, small and big, and used that information to ensure that the company benefited from it.
Let it not be thought that the other brothers, whom I have not named, the late Mr. K. M. Cherian, the late Mr. K. M. Oommen, the late Mr. K. M. Varghese Mappillai and Mr. K. M. Mathew, were sleeping partners in the process of creation and running of MRF. They were crucial pins in the development of MRF. One day, maybe in the future, I will reveal some of the intricate past and the roles of each of these in building this corporate giant, as only I know it from an objective viewpoint.
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