A Study on Labour Unrest

*A STUDY ON LABOUR UNREST*Its causes and remedies with reference to Rayalaseema Thermal Power Project : V.V.Reddy Nagar PROJECT REPORTSubmitted to

Dr. B.R. Ambedkar Open UniversityFor Partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION By SANJEEVAIAH.NEnroll No.: 008/MBA/99013504 Dr.B.R.A.O.U. STUDY CENTRE Silver Jubillee Govt. College, KURNOOL Under the Guidance and supervision of

Sri. D.Suresh BabuM.Com., (AU&OU) PGDIP., LLM, FCS., General Manager Sree Rayalaseema Dutch Kaseenbouw Limited KURNOOL

Dr. B.R. Ambedkar Open University Study CentreSilver Jubillee Govt. College KURNOOLA STUDY ON LABOUR UNREST Page 1 of 169

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ANNEXUREIDECLARATION I hereby declare that the following students of MBA/PGDMM/ PGDBF students of Dr.B.R.A.O.U, Hyderabad are persuing research work under my guidance for the Academic Year 1999 and does not exceed eight.

The particulars of candidates of Dr.B.R.A.O.U (including the one whose synopsis I am signing now) who is working under my guidance for the Project Report for the Academic Year 1999 as given below: The following is the list of candidates working under me. 1.MR.N.SANJEEVAIAH

Name and Address of the Guide SRI.D.SURESH BABU GENERAL MANAGER M/s S.R.D.K. LTD., OFF.NO.40/304, K.J.COMPLEX, BHAGYA NAGAR, KURNOOL 4 (A.P.)

Signature of the Guide

A STUDY ON LABOUR UNREST

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ANNEXURE II Dr.B.R.AMBEDKAR OPEN UNIVERSITY DEPARTMENT OF BUSINESS MANAGEMENT FACULTY OF COMMERCEProforma for Approval of Project Proposal

Enrolment No.1. Name and address of the Student 2. Name of the Programme 3. Specialization (Strike off whichever is not applicable) 4. Title of the Project Report 5. Name & Designation of the Supervisor with office address : : :

Study Centre

Human Resource Management

: :

6. Is the Supervisor an Academic Counsellor: of Dr.BRAOU (please attach his/her Bio-data)

Signature of the Student Date :____________

Signature of the Supervisor

Approved

SIGNATURE OF DEAN, FACULTY OF COMMERCE Suggestions for improvement: 1. 2.


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ANNEXURE-3

PROJECT SYNOPSIS FORMATSYNOPSIS SHOULD COVER THE FOLLOWING ASPECTS IN BRIEF

1.INTRODUCTION OF THE STUDY 2.NEED FOR THE STUDY 3.STATEMENT OF THE PROBLEM AND HYPOTHESIS 4.OBJECTIVES OF THE STUDY 5.SCOPE OF THE STUDY 6.METHODOLOGY AND DATABASE 7.PERIOD OF THE STUDY 8.PLAN OF THE STUDY OR CHAPTERISATION


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ANNEXURE 4

CERTIFICATIONThis is to certify that the Project Report titled LABOUR UNREST-ITS CAUSES AND REMIDIES WITH REFERENCE TO R.T.P.P. submitted in partial fulfillment for the award of MBA/PGDBF/PGDMM degree/Diploma of Dr.B.R.A.O.U, Hyderabad, was carried out by SRI.N.SANJEEVAIAH under my guidance.

This has not been submitted to any other University or Institution for the award of any Degree/Diploma/Certificate.

Name and Address of the Guide SRI.D.SURESH BABU, GENERAL MANAGER, M/s S.R.D.K. Ltd., OFF.NO.40/304, K.J.COMPLEX,BHAGYA NAGAR, KURNOOL-4 (A.P.)

Signature of the Guide


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ANNEXURE 5 DECLARATIONI hereby declare that this Project Report submitted by me to the Faculty of Commerce, Dr.BRAOU, Hyderabad is a bonafide work carried on by me is original and not submitted to any other University of Institution for the award of any Degree/Diploma/Certificate or published any time before.

Name and Address of the Student N.SANJEEVAIAH, S/O N.HANUMAT SARMA, Q.NO.E-6.R.T.P.P., V.V.REDDY NAGAR, CUDDAPAH(DT) PIN.516312.

Signature of the Student


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ACKNOWLEDGEMENTS I specially wish to place on record my deep sense of gratitude to my project guide Sri. D.Suresh Babu, General Manager of M/s. SRDK Ltd, Kurnool for his timely advice, Scholary guidance, Constructive suggestions and pragmatic help in completion of this project report.

My warmest personal thanks are due to Sri. Md. Ghouse, Regional Coordinator, Dr.B.R.A.O.U, centre, Silver Jubillee Govt. College, Kurnool for his inspiry and unitarily encouragement throughout the period of this project.

I am very much obliged to express my thanks for all the help done to me in conducting this project work by. SARVA SRI. 1. T.POORNA CHANDRA RAO, CHIEF ENGINEER/O&M 2. C.RADHA KRISHNA, DIVISIONAL ENGINEER/A&P 3. S.Siva Narayana , Safety Manager 4. A. Lakshmi Narayana B.Sc., Engg. Degree, DE/S/USB

I can thank for the kind cooperation in doing this project With necessitate on the computer works to sri.D.Visweswara Prasad A.E/T/office of S.E./CHP/RTPP & Kum L.Shyamala A.E./Computers office of C.E./O&M/RTPP.

The

workers, trade union Leaders and officers respondents of

R.T.P.P. deserves my highest compliments for providing necessary information Sanjeevaiah.NA STUDY ON LABOUR UNREST Page 7 of 169

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CONTENTSCERTIFICATES APPROVAL LETTER ACKNOWLEDGEMENTS EXECUTIVE SYNOPSIS CHAPTER ONE : Introduction of the project CHAPTER TWO :Absenteeism Its effects CHAPTER THREE :Other aspects CHAPTER FOUR : Conclusion & Suggestions. BIBLIOGRAPHY 9-16 17-33 34-46 47-166 167-168 169


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EXECUTIVE SYNOPSIS TITLE: LABOUR UNREST ITS CAUSES & REMEDIES-WITH REFERENCE TO R.T.P.P.( I ) INTRODUCTION OF THE STUDY. 1.General:Rayalaseema Thermal Power Project (R.T.P.P.) is one of the major power generation facility developed in Andhra Pradesh to meet the growing demand for power. The project is envisaged the installation of 2X210 MW thermal Generation units under stage-I. The FIRST 210MW unit came for commercial operation on 25.11.1994 and the SECOND unit on 30.03.1995. 2.Location:The project is located at a distance of 8Kms from Muddanur Railway station of South Central Railway on the Chennai-Mumbai Railway line. The site located is also adequate distance from the populous towns and the land is Government land not to put to any use .The water requirement for the project is envisaged to be supplied from the Mylavaram reservoir which is 21 Kms away from the project .It is quite near to the existing railway line and transmission line of Andhra Pradesh grid. 3.Object of the Project:The Rayalaseema region is in the southern part of the state, and most of the generating facilities are in the Northern part of the state, except for two major Hydel stations in the central part of the state. The Rayalaseema region therefore gets its power needs through long EHT lines and frequently faces the low voltage problems particularly during SUMMER when the Hydel stations generation goes down. The region is a drought prone area and has to depend on industrial growth for its economic development. 4. Project cost:The original cost of the project as approved by the planning commission is Rs.503.71 crores. The revised cost of the project based on actual expenditure is Rs.860.30 crores and the increase over original cost is about 70%. FINANCIAL STRUCTURE; (Rs. In crores) ADB loan 462.00 ADB-PFC co financing 136.24 PFC term loan 105.00 ICICI lease finance 17.65 Internal resources 139.41 ---------860.30 ---------A STUDY ON LABOUR UNREST Page 9 of 169

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5.Initial troubles faced:The plant is supplied, erected and commissioned by the following agencies on turnkey basis. a. Boiler, Turbine and Auxiliaries M/s BHEL b. Coal Handling plant M/s L&T c. Ash Handling Plant M/s L&T d. DM Plant M/s Incon e. Cooling Tower M/s NBCC f. Chimney stack M/s Indwell Construction M/s Raksum Engg. M/s EDCO M/s Progressive Construction M/s K.Rama Subba Reddy The Project has faced some teething troubles during construction, testing, commissioning stages and lot of efforts was put forth by the Engineers and departmental staff for over coming these troubles. During the commissioning stages of Unit-I, there was an unfortunate fire accident in December 1994 which led to the stoppage of the Unit-I for complete one year and it was rehabilitated and brought back into the service during November ,1995. The ash handling system also had some design deficiencies and the same were pointed out and rectified to make the ash plant work satisfactorily for handling the full generation. The coal handling plant, there were erection defects at wagon tipplers and the same were rectified after studying in detail the site conditions. In the Boilers, in the HTR coils are the shop joints have failed number of times and as such the stainless steel pipe joints were incorporated and there by the tube failures have been reduced. Further, during the regular operation of the plant, as many as 33 modifications in the C&I system were carried for avoiding spurious trippings of the units and for stable operation of the units. All these modifications and alterations have been made for efficient and stable operation of the units, and thereby a tremendous improvement and Availability and Plant Load Factor was achieved during the last five years at RTPP. 6.Operational Data:The year wise operational data shows the performance of the plant:(i) Generation (MU):YEAR UNIT-I UNIT-II STATION 1994-1995 11.7770 10.9356 22.7306 1995-1996 348.1379 979.3662 1327.5041 1996-1997 1224.2140 1212.3218 2436.5358 1997-1998 1456.4180 1526.1548 2982.5728 1998-1999 1707.2570 1657.7989 3365.0559 1999-2000 1742.0120 1758.3422 3500.3542 2000-2001 1753.8650 1721.5171 3475.3842 2001-2002 1675.0280 1725.7750 3400.8030A STUDY ON LABOUR UNREST Page 10 of 169

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(ii)

Running Hours(Hrs-Mts):-

YEAR1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 (iii)

UNIT-I

UNIT-II238-41 2365-36 7448-21 7755-57 8304-37 8354-26 8377-29 7888-40 151-31 6303-46 6704-45 8204-46 8068-59 8384-17 8332-01 8149-33

STATION195-06 4334-41 7076-33 7980-22 8198-35 8369-32 8354-46 8019-06

Plant load factor (%);-

YEAR1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 (iii)

UNIT-I23.50 53.39 66.25 79.17 92.81 94.44 95.34 91.05

UNIT-II34.43 53.10 65.90 82.96 90.12 95.32 93.58 93.81

STATION27.74 53.25 66.22 81.07 91.46 94.88 94.46 92.43

Specific Oil consumption (ml/kwh), Auxiliary power consumption (%), DM water consumption (%), Availability factor (%), Heat Rate (Kcal/kwh), Cost of Generation:-

YEAR1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002

Sp.oil

Aux.po. DM27.94 12.68 12.15 10.48 09.94 10.15 10.09 09.79

AVF3.77 4.92 3.92 2.82 2.69 2.38 2.06

HR COG04.21 80.87 88.37 91.10 93.50 95.30 95.37 91.34 3360 2733 2503 2428 2348 2304 2380 1.30 1.48 1.22 1.51 1.53 1.20 1.48

256.48 7.27 5.13 1.39 0.91 0.83 0.70 0.49

7. Cost of coal reaching RTPP:The cost of coal reaching RTPP is as shown below (Pit Head cost & Transport cost):-

S. no. Source Mode 1. Yellandu Rail 2. Rudrampr Rail 3. Bellampalli Rail 4. Manugur Rail 5. Mandamarri Rail 6. Ramagundam Rail 7. Talcher Rail 8. HOM Rail-sea-Rail

PH cost 829.40 829.40 1418.04 1308.84 1176.76 1308.84 472.68 472.68

T.cost 548.70 579.40 587.00 629.40 579.40 556.60 1096.10 1262.16

Total Grade 1378.10 FRC 1408.80 FRC 2005.04 ST-C 1938.24 CCR 1756.16 DCR 1865.44 CCR 1568.76 F4 1734.84 F4


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8.Achievement of Silver& Gold medals:The performance of the units of RTPP has improved since last five years (The figures indicated in para 6) and the Central Electricity Authority has considered RTPP for the silver medal for the year 1997-98 and Gold medal for the year 19981999,1999-2000,2000-2001,2001-2002. RTPP achieved highest Plant Load Factor in APGENCO for the year 1999-2000. RTPP stood INDIAs first for the years 19981999 &2000-2001.RTPP stood second in the country for the years 1999-2000& 20012002. RTPP Qualified for the Specific oil consumption award of Central Electricity Authority for the years 1996,1997,1998,1999,2000,2001 and Auxiliary power consumption award for the years 1996,1998&1999. 9.Regularisation of Contract Labours:As many as 885 contract labours working at different locations have been regularized as permanent staff, after has given orders out of which 223 are JPAs and 662 Man Mazdoors/Women Mazdoors. Industrial harmony is prevailing in the plant and no untoward incidents have occurred during the last five 5 years. 10.Sports/Cultural activities:Apart from engaging fully for the establishment of records in power generation, the RTPP has also actively sponsored various sports& cultural activities. The RTPP sports council has conducted the following tournaments. 1.APSEB inter circle Athletic meet 2. APSEB inter circle Table Tennis meet 3. APSEB inter circle Woman Employees meet 4. APSEB inter circle Carrom meet 5. All India Electricity Sports council Board Women Employees 6. 7th All India Electricity Board chess tournament 7. All India Electricity Board T.T. tournament 8. All India Electricity Board Basket ball tournament 9. APGENCO inter project foot ball tournament 10. APGENCO inter project lawn tennis tournament *proposed * 11. Details of Fly ash utilization &Plantation:YEAR 1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 Issues in MT 41,244 57,210 60,998 76,644 81,134 1,24,765 1,89,999 Plantation in Nos. 3,200 10,650 6,460 9,500 6,500 March, 1998 July, 1998 September, 1998 October,1998 March, 1999 August, 2000 February,2001 February, 2001 October ,2002 February,2003


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A fly ash brick plant is constructed in the plant itself and the fly ash is issued at free of cost to the cement factories, private fly ash brick plants and farmers for cultivation. 12.Environmental development:Measures have been taken to check environment pollution by plantation viz., Avenue plantation, development of green belt area, lawns, gardens were extended in and around RTPP to establish environmental and ecological balances . Previously ash water from the ash pond was let out into the Kalamalla vagu. It is now being stored in the tank and recirculated back to the plant. As such water pollution has been effectively controlled. Also Oxidation pond for treatment of sanitary effluents was commissioned on 03.01.1998. The chimney emission is restricted by Electro static precipitators and is monitored by Environmental wing regularly. 13. Welfare Measures:Effective welfare measures have been instituted to eradicate the prevailing Jaundice, Viral fevers such as Malaria, Typhoid etc., in recent times by providing ample quantities of medicines in project hospital and treatment by specialist doctors from reputed hospitals in PRODDUTUR to all the residents of the project besides local treatment by Board Doctors. Fogging in entire colony area has been done periodically to help eradication of Malaria Borne Mosquitoes. In view of intensive and special drives and protected water supply, jaundice and viral cases have been substantially eradicated. Drinking water arrangements were improved by taking the water from the existing reservoir instead of from bore wells, which has shown a qualitative change. The expenditure incurred towards purchases of medicines, lab chemicals, and medical reimbursement charges etc., is indicated as detailed below year wise. Year 1996-1997 1997-1998 1998-1999 2000-2001 2001-2002 Expenditure 08,05,581-00 07,68,468-00 13,63,483-00 17,07,591-00 21,04,366-00

Testing facilities:In clinical lab Urine testing, Blood testing, ECG and X ray are being done. 14.Education facilities:One number Telugu medium school of Saraswathi sisu Mandir and One number DAV school of English medium have been established at RTPP for the facilities of the employees. Two stored buildings for the both institutions constructed separately and both run classes from NURSERY to Xth class.A STUDY ON LABOUR UNREST Page 13 of 169

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15.Other facilities:A departmental Guesthouse provided for the VIP's who visits & inspects RTPP. A Community hall has been constructed by the department for the marriage of the staff and for the functions. One number Executive bus for the non-workmen and two numbers for the workmen have been provided through APSRTC on hire basis to go to the near by town Proddutur by the department. A post office and Andhra bank are provided with in the campus. Fancy stores, Vegetable market facilities, Flour mill are also provided with in the compound through tenders. For Entertainment Cable T.V. arrangement are also provided by the staff. Religious Temples were constructed with in the compound by the donation of the staff. A Gym point set up in the colony through MP LAD scheme by Sri.Y.S.Vivekanda Reddy. 16.RTPP Stage II The second stage of 2X210 MW (UNIT3&4) which was envisaged during 1994 has been now cleared and the same is awarded to M/s ZHEJIANG MACHINERY AND EQUIPMENT IMPORT/EXPORT CORPORATION,CHINA on BT basis for total fixed price of 287,987,836.30US(Dollars) (Rs.12671.46479 Millions) 17. Conclusions on RTPP:The achievement at RTPP , as mentioned in the above paras, have been made, inspite of the following constraints. 1.Very poor grid voltage in the system , during summer where by the station was not able to achieve the full capacity of generation for the capacity erected. 2.The station is located in an isolated place far from the basic infrastructure needs necessary for the power project. Inspite of all the above constraints mentioned the RTPP station has achieved laurels in the power generation scenario of the state/country with all the combined efforts of all the employees of RTPP. (II) Need For The Study:The employees who are working in certain areas are limited to that specified area only. The workers who are working in Coal plant, Wagon tippler, Ash handling plant, Turbine maintenance, Electrical maintenance, Instrumentation and Control and Boiler Maintenance and other wings are not willing to change their respective location due to the trade union differences. The workers who are working in places like Ash plant, Coal plant etc., dust prone areas and there will loose their health during long working hours. The workers who are working in Turbine maintenance, Electrical maintenance, Instrumentation and Control are acquiring good knowledge over their wings during long tenure and they are not willing to change in their working place.A STUDY ON LABOUR UNREST Page 14 of 169

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At the same time, the Engineering staff is changing from dust prone area to main plant when there is a recruitment of Engineers. The new engineers are posted to dust prone areas and senior engineers are posted to main plant. Hence there is a need to change the workers from the dust prone areas to dust free areas. (III) STATMENT OF THE PROBLEM AND HYPOTHESIS:The workers who are working at dust prone location and more no. of maintenance problems location are having UNREST. Due to unrest, the workmen are having dissatisfaction and they may loose their concentration in working. The workmen who are working at dust free location and less no.of maintenance problems (except annual overhaul works) are having light duties. The problem is changing over the workers form heavy working condition areas to light work areas and vice versa. During investigation, it is found that the workers who are working at their locations are having well of knowledge in practical. During investigation, it is also found that the local trade unions and also politicians are obstructing the location change. Hence remedial measures are essential to eradicate the labour unrest. (IV) OBJECTIVES OF THE STUDY:All the workers are to be transferred to dust prone areas to dust free areas on time basis. The objectives of the project are as follows:a. To find out the reasons for absenteeism. b. To investigate the reasons for the absenteeism. c. To locate the reasons for the unrest. d. To investigate the reasons for accidents. e. To study the leave regulations. f. To study the promotion policy. g. To study the transfer policy. h. To investigate the disciplinary action cases. (V) SCOPE OF THE STUDY:The labour unrest is due to a. Labour and Management relations. b. The data regarding Grades of the employees, Pay scales of the employees and other relevant data existing in the project. c. The working conditions, which exist in the project. d. The incentive policy, issue of bonus system, which is existing in the project. e. The standing orders which are available in the project. f. The committee's role in reduction of labour problems and maintaining relationship between the employee and the employer. (VI) METHODOLOGY&DATA BASE:By applying the methods like system improvement, reducing trade unionism, reducing political interference the plant can be run much more smoothly. The Information may be extracted from the primary and secondary sources.A STUDY ON LABOUR UNREST Page 15 of 169

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The primary sources are like Questionnaire, Face to face interview, the information have been collected from the various types of employees and officers from all types of wings of the plant. (VII) PERIOD OF THE STUDY:Since commissioning of the plant i.e., from 1994 to till to date, all types of labour problems are discussed. From the construction period to this level of operation the labour position, working conditions, accidents, Absenteeism etc., are discussed in detail. (VIII) PLAN OF THE STUDY (or) CHAPTERISATION:TITLE: LABOUR UNREST ITS CAUSES & REMEDIES -WITH REFERENCE TO R.T.P.P. Chapter Description Chapter 1. Introduction of the Project 1.1 Introduction of the study 1.2 Need for the study 1.3 Statement of the problem & Hypothesis 1.4 Objectives of the Study 1.5 Scope of the study 1.6 Methodology & Data Base. Chapter 2. 2.1 2.2 2.3 2.4 2.5 Chapter 3. 3.1 3.2 3.3 3.4 3.5 3.6 3.7 Chapter 4. 4.1 4.2 Absenteeism -Its effects. Rate of production in relation to Absenteeism. Absenteeism- Reasons. Management policies and disciplinary cases Working conditions - impact on absenteeism. Incentive - impact on absenteeism. Other aspects. Promotion policy - its effects. Transfer system - its impact. Leave regulations - its impact. Trade Unions - Political interference. Accidents - its impact Lack of training - its impact Contractors - impact on production. Conclusions & suggestions. Conclusions. Suggestions. BIBLIOGRAGHY. Labour Problems by V.V.GIRI. Labour Problems by Shukla & Ghoush Labour Problems by Kuchel Industrial Organisation & Engineering Economics by Banga&Sarma Industrial Management by M.M. Sharief. Human resource planning by Dr. B.R. A. OPEN UNIVERSITY.Page 16 of 169

1. 2. 3. 4. 5. 6.


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CHAPTER ONE : INTRODUCTION OF THE PROJECT GLOSSARYPerformance parameters and many other terms used in this report are defined here. These definitions are regarded as generally descriptive of predominant and objective practice and have been provided to serve as a guide for the readers of this report to ensure consistency and uniformity interpretation of these terms.

THERMAL UNIT : A type of Electricity Generating Unit where the source of energy for the prime mover is Heat.

GENERATING UNIT/UNIT : An Electric Generator together with its prime mover.

AUXILIARY EQUIPMENT: Accessory equipment necessary for the operation of a generating station like fans, pumps, mills, conveyors, crushers, pipes and feeders.

GENERATION :

The act of process of transforming the form of energy into

electric energy or the amount of energy so produced, expressed in terms of Kilowatt Hours. Generation data used in this report is gross generation, which is the total amount of electric energy produced by the generating Units Units.

MEGAWATTS MW :

One Megawatt (MW) is equal to 1000 kilowatts.

MILLION UNITS or GWH :It represents electrical energy. Million Unit (MU) or GWH is one million units of electric energy or 106 Kilowatt Hour.

AVAILABILITY FACTOR (AF) : The ratio of available Megawatt Hours in the reference period to the total megawatt hours that the plant is capable of generating at full load during reference period. It is expressed in percentage and calculated as under: Operating hours over the reference period X Generating capacity AF =A STUDY ON LABOUR UNREST Page 17 of 169

X 100 17

Total hours in the reference period X Generating Capacity CAPACITY UTILISATION or LAND FACTOR (PLF) : The ratio of the electrical energy produced in the reference period to the maximum possible energy that could have been produced had the generating capacity been operating continuously at its maximum level during the reference period it is expressed in percentage and is calculated as under. Gross hourly generation over the reference period PLF = Total hours in the reference period X Generation Capacity X 100

LOADING FACTOR (LF) : The ratio of the electrical energy produced during the operating period to the maximum possible energy that could have been produced had the generating capacity been operating continuously at its maximum level during the operating period. It is expressed in percentage and calculated as under. Gross generation during the operating period LF Total operating hours X Generation Capacity RESERVE SHUTDOWN : Non-Utilisation of available Unit due to its complete shutdown for want of load. FORCED OUTAGE : The occurrence of a component failure or other X 100

conditions, which require that the Unit be removed from service immediately without giving any advance notice.

PLANNED OUTAGE : The removal of Unit from service for inspection and/or general overhaul of one of more major equipment groups. This is the work, which is usually scheduled well in advance generally at the time when the annual overhaul of boiler or capital maintenance of TG set initialised. MAXIMUM PEAK (MW) : The maximum generation (expressed in MW) by the Unit to meet the great of all demands of the load under consideration which have occurred during the month. TRIPPING: The occurrence of a component failure or other conditions

which requires the Unit to be removed from service either manually or automatically on protections.


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AUXILIARY CONSUMPTION :

Electricity consumed by the unit/ station

auxiliary systems for starting up or running the unit or auxiliary systems. OIL COMSUMPTION : Total oil consumption [Furnace Oil (FO), High

Speed Diesel oil (HSD) and Light Diesel Oil (LDO)] by a generating Unit during the reporting period, expressed in Kilo Litres.

SPECIFC OIL CONSUMPTION:

Total quantity of coal consumed or

bunkered by the Unit during the reporting period expressed in Metric Tonnes (MT).

SPECIFIC COAL CONSUMPTION : Total coal consumption divided by the generation of the Unit during the reporting month expressed as MT/Gwh or Kg/Kwh.

GROOS HEAT RATE: The ratio of total heat input divided by energy generation by the Unit during the operating period and is calculated as under.

Heat Input (million Kilo Calories) Hea Rate (K.Cal / Kwh) = Generation (Million Kwh)

Where

Heat input = Total Coal consumption X Calorific Value of Coal + total Oil Consumption X Calorific Value of Oil.

FINANCIAL YEAR :

Considered from April to March.

COMMISSIONING YEAR: Refers

to the time span of 12 months from

the first month of commissioning. The first month is taken as the month following the month in which the Unit was commissioned as communicated by CEA in their Monthly Power Supply Position Bulletin.


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Comparison between various SEBs and UtilitiesVarious SEBs and utilities are ranked on the basis of their PLF during 1999 2000 and are shown below APGENCO stood first during 1995-96, 1996-97 and 1997-98. Ranking of SEBs / UtilitiesRank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1 2 3 1 2 3 SEB/Utility OPGC APGENCO Rajasthan KPGL Punjab Tamil Nadu Maharashtra Madhy Pradesh Gujarat WBPDC Haryana Utter Pradesh Delhi West Bengal Doman Bihar Assam NTPC NHPC DGPC BSES CEMC TELK 92-93 34.50 65.00 77.01 49.40 58.30 65.20 59.70 52.50 61.60 58.10 50.03 50.50 54.00 31.10 -25.20 24.30 69.90 56.40 32.30 67.50 --57.27 93-94 35.50 68.70 80.96 66.90 63.50 69.00 64.10 56.10 60.40 68.20 40.41 50.20 48.90 40.50 -24.40 19.90 78.09 55.30 42.30 71.40 --61.00 94-95 29.05 70.10 75.59 64.00 56.66 68.42 61.24 58.15 60.42 60.41 44.70 43.85 53.85 40.95 26.54 19.97 22.86 76.60 60.17 38.10 73.90 75-59 62.92 60.15 95-96 39.36 78.16 72.90 67.92 55.13 78.08 64.92 59.09 65.26 57.66 42.82 47.49 51.59 34.51 26.44 17.48 26.76 78.80 67.61 37.67 67.70 79.11 72.77 63.13 96-97 69.40 78.14 75.70 69.98 65.70 72.30 68.70 62.30 64.80 56.50 47.66 49.10 41.70 39.20 29.50 15.30 27.10 77.00 70.30 35.60 73.60 73.20 68.80 64.55 97-98 66.20 82.32 82.15 75.20 69.00 68.00 68.30 66.10 65.72 52.80 49.50 48.70 47.00 39.90 25.20 16.00 21.30 74.40 72.50 38.40 84.30 76.80 63.80 64.70 98-99 72.20 77.64 78.82 81.74 69.40 65.70 67.50 68.18 63.50 60.60 49.03 49.14 40.79 36.70 18.00 26.76 19.13 76.56 73.60 35.55 74.80 72.40 61.00 64.60 99-00 85.60 83.18 82.26 82.00 74.27 72.30 71.77 71.70 63.40 56.00 53.10 50.56 50.00 39.90 24.80 19.70 17.90 80.20 73.30 35.80 ---63.70Changes*

SEBs9.40 5.54 3.44 0.26 4.87 6.60 4.27 3.52 -0.10 -4.60 4.07 1.42 9.21 3.20 6.80 -7.06 -1.23 3.64 -0.30 0.25 ----0.90

Central Sector

Private Sector

All India

* Change over previous year

List of Power Stations whose PLF is 70% & aboveS.No Plant State 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 Change*


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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34

Dadri Rayalaseema Singrauli Ramagundam B Kithagudem V Stg Vijayawada Dahanu (BSES) Korba Unchahar Kota Sabarmati(AEC) Wanakbori Raichur (KPCL) Rihand Badarpur Tuticorin Anpara Bhusawal Mettur Ramagundam Satpura Chandrapur Ropar Neyveli - II Titagrh (CESC) Korba - II Neyveli - I Vindhachal Parli Kaparkheda Korba -III Gandhinagar Farakka Sikka HTPC Station

U.P A.P. U.P A.P. A.P. A.P.Mahastra

.. .. 75.20 40.29 .. 76.90 .. 70.30 .. 77.01 .. .. .. 73.90 74.10 76.00 74.50 71.20 .. .. .. .. 53.43 75.40 .. .. .. .. .. .. .. .. .. ..

73.20 .. .. 81.50 65.87 .. .. 80.30 .. .. 77.90 .. 80.76 70.90 .. .. 78.40 72.00 73.60 75.60 .. 76.40 79.30 .. .. 60.57 .. 71.50 .. .. 75.40 .. 77.40 .. .. .. ..

60.71 81.57 64.59 .. 84.37 76.05 52.31 75.59 78.57 64.90 64.88 73.92 73.00 68.27 70.47 68.86 75.99 78.79 57.95 55.03 57.39 60.43 78.01 56.81 59.55 78.33 57.92 83.90 52.45 69.34 81.48 62.43

64.85 70.85 85.30 68.19 .. 91.71 52.13 83.48 84.19 72.90 75.62 62.72 67.92 86.77 65.21 84.57 73.00 61.85 80.51 79.92 60.13 69.75 55.69 70.25 83.04 72.29 61.06 83.77 54.21 69.08 53.11 85.26 54.21 62.25

82.60 66.22 87.80 69.05 93.08 73.10 85.70 80.20 75.70 80.60 65.40 69.98 76.20 65.32 79.40 82.20 58.93 79.70 85.20 65.08 73.30 65.00 74.30 82.40 79.95 60.37 84.20 62.80 89.70 60.03 72.50 50.61 73.40

87.20 81.07 84.20 73.07 93.39 93.83 85.00 85.30 80.10 82.15 71.64 74.80 75.20 87.30 72.60 75.20 78.80 74.60 73.80 89.00 73.30 71.20 70.34 72.60 81.53 80.80 65.41 79.30 64.49 83.60 71.20 67.54 42.86 68.13

91.43 96.42 91.46 94.88 90.17 93.95 69.47 90.50 82.46 89.56 89.04 86.93 76.55 86.26 87.23 85.78 82.17 85.73 78.82 84.57 74.81 82.99 76.30 82.49 81.71 82.00 77.83 81.73 78.74 81.44 71.71 80.80 76.83 80.27 68.56 80.19 68.00 78.40 86.21 78.09 76.32 77.10 65.52 76.94 70.02 74.12 74.30 74.04 85.85 74.03 75.17 71.06 71.77 71.04 90.00 70.61 74.20 68.12 80.21 67.21 79.76 64.17 68.38 57.64 39.07 48.46 42.51 45.67

4.99 3.42 3.78 21.03 7.10 -2.11 9.71 -1.45 3.56 5.75 8.18 6.19 0.26 3.90 2.70 9.09 3.44 11.63 10.40 -8.12 0.78 11.42 4.10 -0.26 -11.82 -4.11 -0.73 -19.39 -6.08 -13.00 -15.59 -10.74 9.39 3.16

M.P. U.P Rajasthan Gujarat Gujarat Karnataka U.P Delhi T.N U.P Mahastra T.N A.P. M.P. Mahastra Punjab T.N W.B M.P. T.N M.P. Mahastra Mahastra M.P. Gujarat W.B Gujarat

* Change over previous year

Capacity Group wise PLF1992-93 Groupg 50 MW 250 MW 200/210 MW 140/150 Mw 120 MW 110 MW 62.5/67.5 MW 60 MW 20/40 MW Total All A.P. India 71.08 ---1993-94 All Inida 74.50 -42.70 44.20 A.P 1994-95 1995-96 A.P 1996-97 All Inida -- 78.14 -- 72.94 -- 53.10 -- 44.06 A.P 1997-98 All Inida --A.P 1998-99 All Inida --A.P 1999-00 All Inida --A.P -All All A.P Inida Inida -- 73.48 -- 79.99 ---- 54.96 -- 45.37 -- 45.75

-- 81.87 93.39 75.25 82.46 -- 51.38 -- 44.07 -------

-- 89.56 -- 88.92 -----

61.80 76.90 68.50 80.30 66.01 84.40 68.10 88.73 70.32 86.37 71.13 90.64 71.72 89.65 38.24 -47.52 --- 44.70 -- 43.60

41.10 49.80 43.50 51.30 40.40 49.10 39.93 58.13 42.93 56.41 44.10 64.11 51.69 40.29 55.20 65.87 54.30 64.59 58.77 68.19 57.90 69.05 61.64 73.07 49.00 59.69 40.40 63.12 44.90 57.43 49.95 57.79 48.62 66.37 44.64 58.13 37.31 39.07 32.42 41.85 37.86 34.67 34.80 49.08 31.42 42.21 35.85 44.23

-- 42.68 -- 69.47 -- 55.58 -- 36.35

-- 60.14 -- 78.09 -- 76.63 -- 48.55

57.27 64.90 61.00 66.70 60.15 70.10 63.13 78.16 64.55 78.14 64.70 82.32 64.60 77.64 67.30 83.18

A.P. Grid Important EventsS.No A STUDY ON LABOUR UNREST Event Quantity Page 21 of 169 Occurred On

21

01 02 03 04 05 06 07 08 09

Maximum Thermal Load Maximum Hydro Load Maximum APGENCO Load Maximum A.P.Grid Demand Maximum Thermal Energy Maximum Gas Energy Maximum Hydro Energy Maximum A.P.GENCO Energy Maximum AP Grid Energy

2819 MW 2307 MW 4999 MW 6684 MW 67.704 MU 6.406MU 46.980 MU 109.489 MU 144.529 MU

19-03-2000 28-08-1999 26-08-1999 23-03-2000 30-12-1999 22-07-1999 14-08-1999 25-08-1999 20-03-2000

Hydro Generation Target vs. Actual Generation & Auxiliary ConsumptionStation Machkund Tungabhadra Upper Sileru Domarayi Canal Ph Lower Sileru Srisailam Nagarjuna Sagar N.S.Right Canal PH N.S.Left Canal PH Pochampad Penna Ahobilam Nizam Sagar Singur M.H.Hydro Hydro Capacity (MW) 120 72 240 25 460 770 810 90 60 27 20 10 15 7 2726 Target (MU) 770 200 450 80 1150 3000 2600 200 100 90 13 18 32 9 8712 Generation (MU) 735.34 224.38 444.35 118.79 1264.12 2974.24 2397.17 202.89 85.28 16.80 16.80 5.17 0.74 5.65 8592.18 Auxiliary Consumption MU % 3.89 0.53 0.44 0.20 0.32 0.07 1.07 0.90 3.15 0.25 8.33 0.28 13.91 0.58 5.96 2.94 1.12 1.32 0.76 0.65 0.24 1.46 0.22 4.21 --0.31 5.42 39.73 0.46

Running hours and Generation of Unit Since CommissioningStation/ Stage VTPS I Running hours Generation (Hrs:Mts) (MU) Unit -1 01-11-1979 154437.29 30187.76 Unit 2 10-10-1980 148903.07 29227.40 VTPS II Unit 3 05-10-1989 78951.33 16296.06 Unit 4 23-08-1990 70716.33 14392.99 VTPS III Unit 5 31-03-1994 44544.10 9607.23 Unit 6 24-02-1995 39859.50 8495.18 RTPP Unit 1 31-03-1994 34469.58 6489.41 Unit 2 25-02-1995 37817.08 7144.76 KTPS A Unit 1 04-07-1966 250570.30 10582.55 Unit 2 27-11-1966 247394.27 10646.03 Unit 3 27-05-1967 225703.13 6950.52 Unit 4 08-07-1967 233354.50 9831.96 KTPS B Unit 5 13-08-1974 138820.16 10655.22 Unit 6 19-12-1974 136176.04 10473.68 KTPS C Unit 7 10-03-1977 136136.33 1032.74 Unit 8 10-01-1978 136474.51 10346.15 KTPS V Stg Unit 9 27-03-1997 21812.39 5111.73 Unit - 10 28-02-1998 16033.43 3734.62 RTS B Single Unit 17-10-1971 200065.06 10585.90 NTS* Single Unit 13-05-1965 229965.09 4804.03 * Boiler 1 Running Hours 212787.30 and Boiler II Running Hours 203360.35 Unit Date of Commissioning


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Data of capital overhaul carried out :

Over haul works carried out on Unit IOverhaulFirst Overhaul

Period25-08-1996 to11-09-1996

Works carried outAnnual over haul (During the period of failure of Raw water pipe line) 1) Generator rotor was replaced 2) Acid cleaning of condenser tubes 3) L P Turbine overhaul. Annual Overhaul Annual Overhaul 1) Annual Overhaul 2) Bullet cleaning of Condenser 1) Replacement of all the three 220KV bushings of GT1 2) Through the cleaning of core & Windings of GT1 3) Complete overhaul of GT1 4) Modification of Generator rotor stoppers 5) Generator Overhaul 6) Acid cleaning of condenser of UNIT I 7) Replacement of IPW joints by new spool pieces in LTR Zone 8) Replacement & overhaul of HT

Second Overhaul 30-08-1997 to 30-09-1997

Third Overhaul Fourth Overhaul Fifth Overhaul Sixth Overhaul

06-10-1998 to 18-10-1998 19-12-1999 to 28-12-1999 24-09-2000 to 04-10-2000 12-6-2001 to 12-07-2001

Over haul works carried out on Unit IIOverhaulFirst overhaul

Period25-08-1996 to 18-10-1996

Works carried outAnnual Overhaul Works LP Turbine Overhaul. Annual Overhaul works. Acid cleaning of Condenser. Annual Overhaul works. Annual Overhaul works Annual Overhaul works. Acid cleaning of Condenser. Annual Overhaul works. Acid cleaning of Condenser.

Second Overhaul 01-11-1997 to 15-11-1997 Third Overhaul Fourth Overhaul Fifth Overhaul Sixth Overhaul 08-09-1998 to 15-11-1998 04-01-2000 to 12-01-2000 21-11-2000 to 01-12-2000 08-10-2001 to 25-10-2001


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STAGE.I (UNIT-I ) SALIENT FEATURES Unit-I was commissioned on 25-11-1994. While the unit was under stabilization period, a fire accident occurred on 15-12-1994 and the unit was taken for rehabilitation works. Unit-I was again synchronized with grid on 22-11-1995 after the completion of rehabilitation works by M/s.BHEL. The unit was not in service from 25-08-1996 to 11-09-1996 due to the failure of raw water pipe line from Mylayaram Reservoir to RTPP. The third Overhaul was completed in a record time of 9 days. During the rehabilitation works during 1995, the H.P Turbine was overhauled. UNIT I BEST PERFORMANCES/HIGH LIGHTS:Month Highest Generation 160.098 MU Dec, 2000 Highest PLF 102.47 % Dec, 2000 In addition to the above, the unit-I has achieved the following bests. Unit Ml/kwh Kg/kwh % % K cal/kwh Actual 0.022 0.553 9.3 1.16 2123.38 Targets 2.00 0.75 10.5 3.00 2400 Month Feb, 2001 Jan, 2002 Dec, 2001 Mar, 2002 Dec, 2000

i) Sp. Oil consumption ii) Sp. Coal consumption iii) Aux. Power Consumption iv) DM Make up v) Unit Heat Rate

Maximum no. of days of continuous operation of Unit-I so far : 110 days (from 17-09-01 to 06-01-02) STAGE.I (UNIT-II) SALIENT FEATURES Unit II was commissioned on 25-02-1995. One limb of GT-2 failed on 14.08.1995. As the unit-I was under rehabilitation works during that period, the GT2 was replaced with GT1 and the repaired GT2 was erected for in Unit-I. The fourth Overhaul works were completed in a record time of 9 days. UNIT-II BEST PERFORMANCES/HIGH LIGHTS:Month Highest Generation 158.6652MU Oct, 1999 Highest PLF 102.48 Nov, 2001

In addition to the above, unit-II has achieved the following bests.Unit i) Sp. Oil consumption Ml/kwh ii) Sp. Coal consumption Kg/kwh iii) Aux. Power Consumption % iv) DM Make up % v) Unit Heat Rate K cal/kwh Actual 0.084 0.553 8.262 1.5 2135.27 Targets 2 0.75 10.5 3.00 2400 Month Feb, 2001 Jan, 2002 Nov, 1996 Mar, 2000 Dec, 2000

Maximum no.of days of continuous operation of Unit-II so far : 105 days. (from 20.05.98 to 30.09.98)A STUDY ON LABOUR UNREST Page 24 of 169

24

COAL HANDLING PLANT : S.No. 01. 02. 03. 04. 05. 06. 07. 08. EQUIPMENT Wangon Tippler Crushers Motors Spare Motors Gear Boxes Spare Gare Boxes Dozers Locos AVAILABLE/SERVICE 2/2 4/4 53/53 6 48/48 4 4/5 3/3

COOLING WATER REQUIRMENT / STATUS: Main Source Max. Capacity of reservoir : Level Dead Storage Level as on 30-06-2001 Daily Consumption Sufficient up to Ash Pond effluent Recirculation system ENVIRONMENT ISSUES Stack emission Samples were collected on 22.09.2002 and results are as follows S.No Emission APPCB Limits 115 800 600 Unit I 75m. Elevation 96 124 361 Unit II 75 m Elevation 98 114 208 : : : : : : : Mylavaram reservoir 664.86ft. Capacity 9.960 TMC ft. 625.01ft Capacity 0.955 TMC ft. 632.01ftCapacity 1.7225 TMC ft. 25 cusecs. 314 days OK

1 SPM (Mg/Nm3) 2 SO2 (mg/Nm3) 3 Nox (mg/Nm3) Effluent analysis reports:

a) Ash pond & plant Effluents:Parameter APPCO B Limits 100 mg/lit Actual Ash Pond Plant Effluent Effluent Max Min Max Min Remarks 1. ESP floor washings and washings from silos area. Overflow of Ash Slurry Tanks into the station drain have contributed to the high TSS 1. Action plan Intermediate pond is constructed for ESP floor working water pumps are to be commissioned for bailing out clear water. Ash slurry pond over flow pipe will be raised to the max. possible height. Large sedimentation tank is proposed under stage II work

TSS

53

35

985

532 2.

PH

5.5 to 9.0

8.8

8.6

8.8

8.5

2.

TDS

2100 mg/lit

540

509

545

483

3.


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25

b) Sanitary Effluents : Parameter TSS PH TDS APPCB Limits 200 mg/lit 5.5 to 9 2100 mg/lit Actual Sanitary Effluent Max Min 64 57 7.4 7.3 685 652

Power Plant Effluents :Air Quality :- 3 Nos. Air Samples have been taken on 20.09.2002 and 21.09-2002 respectively at the Locations and the results are as follows:S.No 01 02 03 04 Ambient Air SPM (microgram/M3) RPM(micro gram/M3) SO2 (micro gram/M3) NOX (micro gram/M3) APPCB Limits 500 150 120 120 Top of the Weigh bridge 177 39 31 38 Top of the Project Hostel 154 29 33 35 Top of the TXR Office 180 39 34 35

he following is the Various staff member s Particulars are in Cadre wise


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26

The following is the Various staff member s Particulars are in Cadre wiseSanctioned CE O&M 1 SE /E&M 3 SE/Civil 1 DE/E,M,C 19 ADE/E,M 63 AEE/Civil 11 ADE/Tel 1 AE/AAE/E,M 173 AE/AAE/Civil 21 AE/ Telcom 3 Chief chemist 1 Sr. Chemist 1 Chemist 11 Welfare Officer 1 Horticulture Officer 1 Sub Engineers 67 SAO 1 Cost A/c 1 AO 2 AAO 3 PO 1 JAO 10 UDC 8 LDC 25 UD Steno 1 Typist 15 Blue print operator 1 Asst Civil surgeon 3 Dy Civil surgeon 1 Pharmacist 2 Lab tech 2 Maternity Asst 1 Nursing Orderly 1 Staff Nurse 6 Tracer 3 DM Gr 1 2 DM Gr 2 1 FM Gr-1 1 FM Gr- IV 3 Renio Operator 1 Attender 10 Record Asst 2 Lv driver 10A STUDY ON LABOUR UNREST

Filled 1 2 1 17 63 11 1 152 18 3 1 1 11 1 -56 1 -2 2 1 10 8 23 -14 -3 1 2 1 1 -4 -1 -1 3 1 8 2 10Page 27 of 169

Vacent -1 -02 ---21 3 -----1 11 -1 -1 ---2 1 1 1 ---1 -1 2 3 1 1 ---2 --27

Hv driver Electricition Cleaner Helper/ CleanerSweeper / Gravder /So

J.P.A Man mazdoor Sanitary Mastry Mastry SFO Firemen Driver/ operator Cook Asst Cook ASO S.Sub Inspector S. Guard Good supervisor Sr. Goods clerks Total

9 3 5 6 3 232 660 2 1 1 10 3 2 2 1 2 16 1 2 1458

9 2 --2 232 611 1 -1 9 3 1 2 1 1 --1 1314

-1 5 6 1 -49 1 1 -1 1 1 --1 16 1 2 144


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28

REVIEW OF MEDICARE AND SCHOOL BUILDING FACILITIES AT PROJECT HOSPITAL. RTPP


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29

REVIEW OF MEDICARE AND SCHOOL BUILDING FACILITIES AT PROJECT HOSPITAL. RTPP The following staff are working in the project Hospital. T.T.P.P. Doctors Pharmacist Lab Technician L.D.C Maternity Assistant M.N.O. Staff Nurses M.P.H.A.(F) Man Mazdoors Attenders : : : : : : : : : 3 Nos.Male Doctor 1 Female Doctors 2

2 Nos.1No1No1No1No- (L.D.C is counted against MNO) 4 Nos. (Newly recruited) 2 Nos.- (on deputation from Govt.) : 5 Nos. 1 Nos.-

One No. occupational Health Centre is opened at Service building of power House and is being maintained. II. Testing facilities : In clinical Lab Urine Testing. Blood testing and ECG are being done. The Hospital is working in shift duties round the clock. The following posts are vacant in project Hospital and are to be filled up. 1. Staff Nurses 2. Lab Technician 3. M.N.O. III. X ray plant at Hospital :1 No. X-Ray plant has been provided at project hospital for the benefit of the staff.. -2 Nos.-1 No- 1 No-


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SCHOOL Telugu Medium School is being run by Sri Saraswathi Vidyapeetam. Hyderabad Management. They have started classes up to 5th during 1995-96 and presently having classes up to 10th class. Government. Recognition received up to 8th class. Regional Joint Director was addressed for recognition up to 10th class. During current academic year 7th, 8th, 9th and 10th classes are being taught computer operation/ basics. An amount of Rs.9,62,484/- grant was indented vide Lr. No. CE/O&M/PO.F34/613/01, dt.28.02.2001 for the current year 2000-01 Academic year. A cash grant of Rs.14.30 Lakhs is sanctioned by the APGENCO for the year 2001-02 and the amount shall be met as detailed below. a) 50% i.e. Rs. 14.30 Lakhs (Rupees Seven Lakhs and fifteen thousand only) from the R.T.P.P. Colony Development and Welfare committee Fund. Government recognition has not received so far D.A.V. Public School is accommodated in the newly constructed school building. b) Balance 50% i.e., Rs.7.15 Lakhs (Rupees Seven Lakhs and Fifteen thousand only) from the R.T.P.P. colony Development and welfare committee fund. Government Recognition has not received so far D.A.V. Public School is accommodated in the newly constructed School building.

The present strength of the students in D.A.V. School is about 800. Government recognition up to 10th class has been applied by the Management of D.A.V. School and approval is expected soon.


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ESTABLISHMENT DETAILS:ENGINEERS O&M STAFF OFFICE ESTABLISHMENT SANCTIONED 354 938 88 EXISTING 319 878 73 VACANT 35 60 15


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CHAPTER I ABSENTEESIM & ITS EFFECTS ABSENTEESIM:It means usually keeping away from the work. It may be even for a short period. It affects adversely in profits due to reduce output. It also creates indiscipline among the other workers. Therefore, this act of workers must be discouraged and steps for minimising absenteeism should be properly and carefully introduced. DISCHARGE: A person may be discharged from the job for some reasons. For discharging is dismissing any worker at the factory a written permission from the regional conciliation officer is required. An adequate record of such discharges must be kept and should be got signed by the concerned staff, i.e. foreman in-charge, production, superintendent and personal officer. Such record ill be useful when a worker goes to the Court. An employer cannot discharge any worker unless there are good and sufficient basis to prove to right of discharge. 1.1 Rate of Production in relation to Absenteeism: Rate of Production is inversely proportional to Absenteeism. Rate


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CHAPTER - 2ABSENTEESIM & ITS EFFECTS ABSENTEESIM:It means usually keeping away from the work. It may be even for a short period. It affects adversely in profits due to reduce output. It also creates Therefore, this act of workers must be

indiscipline among the other workers.

discouraged and steps for minimising absenteeism should be properly and carefully introduced. DISCHARGE: A person may be discharged from the job for some reasons. For discharging is dismissing any worker at the factory a written permission from the regional conciliation officer is required. An adequate record of such discharges must be kept and should be got signed by the concerned staff, i.e. foreman in-charge, production, superintendent and personal officer. Such record ill be useful when a worker goes to the Court. An employer cannot discharge any worker unless there are good and sufficient basis to prove to right of discharge. 1.1. Rate of Production in relation to Absenteeism: Rate of Production is inversely proportional to Absenteeism. Rate of production can be increased with the decrease in Absenteeism and Vice-Versa. The power generation can be decreased with the increase in Absenteeism. There are three shifts in the thermal project. The shift staff for each shift can be comprise of 35 Nos. Of engineers and 45 Nos. 0 & op. Staff. If one shift staff can be on absenteeism, the both generating units can go for shutdown and there is a loss of .360 Mu (Million units) and the cost of loss is Rs.67.20 Lakhs towards generation. The other expenditures may come across unit start up operation etc., Suppose, If the both boiler feed pumps are in trouble, the unit go for shutdown. For each unit, two nos. Of boiler feed pumps are required for normal operation & power generation. If the turbine maintenance staff who deals the BFPs problems, can be on absenteeism. The both BFPs are tripped from the service, the Boiler Drum can touch lower level and the unit it self trip from the service. The power generation loss due to trip of unit can be occurred due to trip of BFPs.


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34

Hence each maintenance wing has its own importance and every shift location is also very much importance regarding to generation. It is also concluded that the rate of production can be decreased with the increase in absenteeism. 1.2 Absenteeism Reasons:The main cause of discontentment among the workers may be due to:i.ii.

Unpleasant work allotted to workers.The work allotted is beyond the capacity and capability of workers.

iii. iv. v.

Unfair treatment by the hours. Personal homely problems of the individual workers. Low wages and so many such other factors.

The absenteeism which may come across in the Thermal Project is as follows:i. The staff who are working in Coal handling area and Ash handling area are with unpleasant due to they are of dust prone areas. ii. The work allotted to the staff may not be of beyond to the capacity in dust prone areas but it is slightly more than that of dust free areas like office etc., iii. The shift staff is working round the clock and for 365 days irrespective of festivals, public holidays etc., the maintenance staff may come for the duty irrespective of time during emergencies on equipment. iv. The person problems in the project are lakh of adequate

quarters, lack of transportation etc., can cause for absenteeism for duty. v. Low wages for the staff who are working in dust prone areas and shift locations can cause for the absenteeism in the project. 1.3 MANAGEMENT POLICIES AND DISCIPLINARY CASES

1.3.1 Hours of work, over time and leave in apprentices act:i. The weekly and daily hours of an apprentice in a workshop shall be such as may be prescribed. ii. No apprentice shall be required or allowed to work over-time except with the approval of Apprenticeship Adviser. The

Adviser can grant such approval only when he is satisfied thatA STUDY ON LABOUR UNREST Page 35 of 169

35

such over-time is in the interest of the training of the apprentice or in the public interest. iii. An apprentice shall be entitled to such leave as may be prescribed and to such holidays as are observed in the establishment in which he is undergoing training. 1.3.2: Absence from duty :Absence from duty for a short period or for a day or two is not an offence serious enough to merit dismissal, but during the period of his duty a workman leaves the premises without permission and does so repeatedly, then it becomes a serious misconduct and he maybe punished and even discharged. In another case, the attendance record of the workman established that he was chronic defaulter. He has not given up the habit of attending office at his convenience and then behavior in arrogant fashion. His removal from service was held not to be harsh. It was further held that the order of the minister to observe some discipline and some norms of good behavior in employment. The kerala high court has also held that the dismissals of a workman guilty of habitual absence will the justified. In another case the Madras High Court has come with a categorical judgement in this regard which says that if an employee has lost the confidence of the employer due to habitual and frequent absence from duties, his dismissal by the management will not be unjustified. It was further held that if the labour court orders for the reinstatement of the employee it would perpetuate the recaptured feeling between the parties which would be harmful for both. References: 1) Indian United Mill Ltd., Vs Rashtriya Mills Mazdoor sangh, Bombay, 1959-II LLJ 120 (IC Bom) and B.M.S. Motor Service, Coimbatore Vs Workman, 7FJR 602 (IT); Chandrakanth Totoba Kumbhar Vs The Chairman, Agriculture Produce Market Committee and others, 1989 LLR 166, 2) 3) K.I.Varkey Vs FACT Ltd. 1993 LLR 263 (Kerala High Court) M. Arungiri Vs Bata India Ltd., 1991 LLR 71 (Madras High Court).

1.3.3 Late attendance at the place of work An employer has a right to insist on regular and punctual attendance of an employee, which is an implied condition of service. Late attendance is a kind of absence from duty for the time that is lost. A casual late attendance may not warrant aA STUDY ON LABOUR UNREST Page 36 of 169

36

serious action. But where a workman was late on more than six times in a year and once was suspended and yet persisted in his late attendance without any valid excuse, his dismissal for habitual late attendance was upheld. Reference: Tobacco Mfg. (India) Ltd., Vs Cigarette Factory workers Union 1953 (42) LAT 81 1.3.4 Partial refusal to work: A partial refusal to work also constitutes a strike. Refusal by

employee to assist one another in loading or unloading their carts has been held as a strike. Concentrated refusal by workers to clean the looms which was part of their duties was held to be a strike. Reference:Arun Motiram and twoother Vs Mafatlal Fine Spg. And Wvg. Co., Ltd., 1956 II 896 (LAT)

1.3.5 Persistent Refusal to perform duties: In one case the charge against an employee was that despite repeated instructions given first by the foreman and later by the Assistant superintendent, the concerned workman refused to carry outs the repairs which resulted losses to the management running into several lakhs of rupees. And he was removed from the job, while removing the worker, the management took into account his previous record. Secondly the offence was very grave, so the management cannot be accused of having acted arbitrarily in awarding the extreme punishment of dismissal. It has been held that the refusal by the workman concerned of clear instruction was persistent and, therefore, furnished a valid ground sufficient to warrant the punishment meted out by the management. In any case, the punishment cannot be characterised as shockingly out of proportion. Reference: Hindalco Pragatisheel Mazdoor Sabha, Renukoof, Mirzapur Vs State of U.P. and other, 1992 LLR 24 (Allahabad High Court)

1.3.6. Refusal to work beyond duty hours : In one case, it has been held by the misconduct of the workman in Refusing to work beyond the hours of work on a single solitary occasion was not such a serious misconduct as to Warrant the total dismissal of the workman. Reference: Abdul Khader & Co., Vs Labour Court Hyd 1988-II CLR L1 12A STUDY ON LABOUR UNREST Page 37 of 169

37

1.3.6 Sleeping during duty hours : Violation of elementary principles of discipline amounts to serious misconduct. A very serious view has to be taken when a watchman on duty falls

asleep. So far one single offence of this kind, a watchman may be charged with misconduct and relieved of his post. Sleeping while on duty is a mis-conduct and amounts to non-performance of work during duty hour. In one case, a watchman was detailed to keep a strict watch on the conveyor but at the point where costly powdered materials were being conveyed and discharged. He was also to see it that the

conveying of such valuable materials was continuous or uninterrupted. If there was any interruption in the flow of the materials, he was to have reported about it immediately. The watchman was found sleeping. He took the defence that he was not sleeping but had closed his eyes in order to protect them against possible injuries from the materials being conveyed. The nature of his work was not at all arduous. Even if he closed his eyes for a brief period of ten minutes and the flow of the materials to the machine stopped in the meanwhile, the whole purpose of his job or appointment was nullified and became useless. Sleeping on duty is a serious

misconduct and means non-performance of work during the hours of duty. For these circumstances he deserved dismissal. Sleeping while on duty though not listed in the misconducts in the standing orders but will be covered by the enumerated misconduct which reads as under:Gross or habitual negligence and commission of any act submersible of discipline or good behavior on the premises of the establishment! In another case the Bombay High Court has held that an employee was supposed to guard every vital installation as a security watchman and his sleeping on duty in such circumstances have been absolutely irresponsible and unpardonable. While setting aside the order of the Tribunal in interfering with the punishment of dismissal awarded by the employer, the High Court held that the Tribunal has erred in ordering reinstatement of the security guard2. References: 1) Manik chook & Ahmedabad Mfg. Co., Vs IT Ahmedabad 32 FJR 34 (Gujarat High Court). Ford Motor company of India Ltd. Vs their workmen 1952 ILLLJ 338 (LAT)


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2)

Bharat petroleum Corporation Ltd. Vs Barrister Prasad & other 1995 LLR 172 (Bombay High Court.)

1.4

Working Conditions Impact on Absenteeism : Working conditions also affect the work. When a worker is allotted to work in

good working conditions then his efficiency increases a lot. Bad environment of working conditions may ultimately leads to:i) ii) iii) Physiological Fatigue Mental Fatigue i.e. feeling of boredom; and Decreased efficiency Hence output will be less. In earlier days no attention was paid on the working conditions like illumination, humidity, air ventilation and temperature etc., But its importance is non being felt. 1.4.1 Mental Environment : Good working conditions produce a good effect on the workers Psychology in addition to greater efficiency. In such conditions worker will always be ready to offer his services and co-operation. It is necessary for the success of an industry that workers should have good co-ordination. A worker working in an atmosphere of badly ventilated and hot conditions will feel discomfort and fatigue. His efficiency will decrease and he will not be able to take interest in his work. Proper ventilation takes away the heat of human body, furnaces, boiler and other equipment thus reducing the effect of heat to some extent. Proper

Ventilation also removes dampness. Arrangement of air fans in a systematic way also helps to achieve this object. Some times, air fans placed in wrong direction send air through furnace, hot parts of machines etc., thus transmitting the heat to the workers which thus would have not received otherwise. 1.4.2 ILLUMINATION :It has already been discussed in this chapter that poor illumination reduces the speed of work and results in strain on eyes and causes more accidents. Light should come from the right direction and of desired illumination. In artificial light glare is most common defect, it is harmful to the eyes. It also produces strain and headache. Spoilage of work also increases due to glare.A STUDY ON LABOUR UNREST Page 39 of 169

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1.4.3 Hours of work:Working hours should be distributed uniformly over the week. A worker should get atleast one weekly holiday so that he can enjoy on that day and feelings of fatigue and boredom from his mind are removed, and thus he may return on duty as fresh in next week. As explained earlier rest pauses also reduce mental fatigue of the worker and as such thus should be properly distributed, i.e. at least 5 minutes break in one working hour and one lunch break should be allowed. Duration of rest may vary slightly depending upon the nature of work and working. 1.4.4. Noise and Vibrations: Too much noise and Vibrations also produce mental fatigue and reduce the efficiency of the worker. Although noise cannot be stopped totally for a running machinery but can be reduced by enclosing the source of noise, use of beffles and sound proof materials in constructed etc., its reduction is very necessary because it is very difficult to concentrate on the work in too much noise. Sometimes too much noise also adversely affects the hearing capacity of the workers. Noise and vibrations can also be controlled to some extent by proper maintenance, checking and proper lubrication and proper functions etc., 1.4.4 Plant and Shop Layout: Systematic layout is very helpful as far as number of accidents and movement of the products etc., is concerned. If the shop layout is such that it looks pleasant then workers will take more interest in his work. The layout should be such that material handling becomes economical and safe over crowding is reduced passage for movement should be quite safe and space should be sufficient enough. It should be planned in such a way that every worker gets sufficient light in proper direction. A well-designed factory must look pleasing so that worker feels proud in working and thus he will take more interest in his work. Therefore, factory should be kept clean, doors and windows should be properly coloured and walls should be white washed so that atmosphere in the factory looks cheerful. 1.5 Incentive Impact of Absenteeism: These are the payments made by the employer for the efforts

1.5.1 Wages:

put in by the worker in production. These are the payments made for the services rendered by labour.A STUDY ON LABOUR UNREST Page 40 of 169

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As Wages determine the standard of living of the worker and his dependents, it is necessary that they should represent a fair return for the efforts of the worker. But above all, wages should be sufficient to satisfy his ordinary needs and necessity. They should be enough to provide him some comforts of life and help him in maintaining his standard of living. 1.5.2 Reason for Wage differentials: 1) 2) 3) 4) 5) 6) 7) Difference in marginal productivity of the workers. Difference in qualification, experience and training of the workers. Difference in skill and specialization on the workers. Difference in hazards and risk involved in fulfilling the jobs. Difference in degree of responsibility required for the jobs. Difference in exploitation by the employer. Availability of workers (This fallen the rule of supply & demand)

1.5.3 Factors which influence Wages: 1) 2) 3) The condition of demand & supply. The respective bergaining capacity of employers & employees. Cost of living, which may vary from time to time according to industrial situation of each industrial district. 4) 5) The economic capacity of the industry to pay wages. Level of wage rates reeling in each industrial area for the same classes of industry and same grade of workers. 6) 7) 8) The workers skill, Training and experience. The economic outlook of the employer. The nature of task involved i.e. risky, noisy, requiring high, concentration, heavy or light work and lot work etc., 9) 10) 11) The regularity in service. Extra earnings on the job. Prospectus of future promotions.

1.5.4 Characteristics of a Good Wage or Incentive system : A good 1) 2) 3) wage or incentive system should have the following Characteristics

This should guarantee and adequate minimum day wage. It must here the free consent of the workers. It must reward the workers according to his capacity.Page 41 of 169


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4)

It must be simple in its working so that it may be readily understood by its workers.

5)

It must not involve heavy clerical work & there by increase the ultimate cost.

6)

It should aim at increasing production without adversely affecting quality.

7)

It should reduce wastage of material and cadres use of plant, tools & equipment.

8) 9)

It should have effective supervision but it should not be too heavy Incentive, bonus etc., should be payable along with the wages and not put off for the future.

10) 1.5.5 1.5.5.1

The system should be fair both to the employers and the employees.

INCENTIVES: Necessity of Incentive: It is something that encourages a worker to put in more productive

efforts voluntarily. Mostly, workers are not willing to exert themselves to produce anywhere near their full capacity unless their interest in work is created by some kind of reward. This is called incentive. The incentive is of course some kind of monetary reward which is closely related to the performance of a worker, that there is an increase in wage corresponding to an increase in output. 1.5.4.2 Types of Incentives:- There are two types: 1) a) Financial Incentives (2) Non-financial Incentives

Financial Incentives: i) ii) iii) iv) v) vi) vii) viii) ix) x) Piece rate system Cost per cent premium Helsey premium plan Weir premium plan Bedaux premium plan Rowan premium plan Emerson efficiency plan Gantts task and bonus system Taylors differential piece-rate system Merrics multiple piece rate system.

b)

Non-Financial Incentives:Page 42 of 169


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The financial & non-financial type of incentives are complementary and must go together if satisfactory results are desired. The financial incentives must be supported by the non-financial incentives, productivity. In order to create interest in a worker for greater and better output, non-financial incentives must also be enforced and worker will also enjoy richer and fuller life. Some of the Chief nonfinancial incentives are : 1) 2) 3) 4) Personal interest and pride in work to be created in workmen. Fair and sympathetic treatment with workers. Opportunity for quick promotions. Equal opportunity for technical training in other technical organisations as well as abroad. 5) 6) 7) Security of employment and hopes for reward Perfect confidence in the management. Provisions of canteens where cheap; whole some and balanced food is available to workers. 8) Provisions of children welfare; maternity and other medical aid etc.,

1.5.6 Bonus System: The system is used in continuous process and assembly lines where efforts of a number of workers are required to complete the job and, therefore, it is not practicable to assess the output of individual worker, there it is necessary to pay a collective or group bonus to retain the incentive payment idea. FOLLOWING ARE THE METHODS OF PAYMENTS IN THIS SYSTEM: A) Collective Bonus System: In some big industrial concerns, a collective bonus in the form of an extra salary for one or more months is given to its employees, if the profits, during the business year are handsome. If there are good profits, the bonus will be declared after about six months or at the end of the year and will be payable to the workers in service at the time of declaration. This system is adopted by State transports, electricity boards, automobile vehicle manufacturing concerns etc.,


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B)

Group Bonus System: In this system, each department or section is offered a separate fixed

bonus per unit time or per unit job, if the standard time is saved or the production reaches or exceeds a predetermined quantity. Such Bonus is divided between the foreman and workmen of the department or section in proportions agreed before hand. In this system bonus is given to foreman also as they are mainly responsible for increasing output and preventing wastage of material. 1.5.7 The Bonus Act, September, 1965 (Amended upto Sept. 1972. The Government of India revised the Bonus act in September, 1972. It states that. Every factory employing 20 or more workers must pay a minimum bonus of 8.33% of the annual wages inclusive of dearness allowance or Rs.80 to all workers, irrespective of whether it has made some profit or not (or Rs.48 to chits workers) The following are some of the most essential features of this act:i) it ensures the workers of a definite minimum addition of his yearly wages. ii) it is applicable to all factories, employing 20 or more workers and once a factory is covered by this Act, it will continue to do so, even if there is reduction in the number of workers below 20. iii) This would be enable the workers to maintain their health and efficiency and thereby reduce to some extent, their discontent. iv) Workers in newly established organizations will not be eligible for bonus for the first 5 years. v) The minimum bonus is 8.33% of Wages inclusive of dearness allowance or Rs.80; whichever is greater and maximum is 20%. vi) Workers getting salary up to Rs.2500/- per month are covered by this Act but for calculating the bonus, their salary up to Rs.1600 per month will be considered (Amended, Nov. 1985) vii) A worker must have worked for a period of atleast 30 days to become eligible for bonus. viii) After deducting all the charges 60% of the net Profit (67%) in the foreign companies) will be credited to the bonus fund. It in any year net profit exceeds the maximum bonus (20%) payable the excess amount will be carried forward to the next years Bonus fund. Similarly when in anyA STUDY ON LABOUR UNREST Page 44 of 169

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year, there are no profit, the deficit will be set off in the following year. This facility will be allowed for four consecutive accounting years.

1.5.8 Management Policies and some of Court decisions:1.5.8.1 Bonus Eligibility for Probationers: A Probationer will be eligible for bonus, as there is no such Exclusion in the definition of employee under the Act. Ref: Bank of Madura Ltd. Vs.Bank of Madura Employees Union, 1970 (2) LLS 21; 1970 (50) FLR 381 1970 Lab; and IC 1215 1.5.8.2 Eligibility for Bonus: The payment of Bonus Act indicates that the following categories of persons will be entitled to Bonus. a) b) c) d) e) f) Skilled or unskilled or manual Labour. Managerial staff Supervisory staff Administrative staff Technical staff & Clerical staff. An employee who has been engaged on hire or reward on terms which are either express or implied and i) His salary does not exceed Rs.2500/- per mensum is entitled to Bonus, but he must have worked for at least 30 working days in a year. ii) Who is not an apprentice Every person who falls with in the definition of the term employee under section 2 (13) of the payment of Bonus Act will be entitled to bonus under the payment of Bonus Act even if he is not a workman under the definition of section 2(s) of the Industrial Disputes act, 1947. The legislative Validity of Section 2(13) has been upheld by the Kerala High court. Ref: Mahabir Tiles work Vs Union of India, (1976) II LLJ 816; AIR 1986 Ker. 143. 1.5.8.3 FORFEITURE OF BONUS: An employee who is dismissed from service in the grounds of fraud, Riotous or violent behavior at the premises of the establishment or for theft, misappropriationA STUDY ON LABOUR UNREST Page 45 of 169

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or sabotage of any property of the establishment as contained in section 9 of the payment of Bonus out shall not only be disqualified from receiving the bonus for the accounting year in which he has been dismissed but also for the past years remained unpaid to him. However, the Karnataka high Court has held the employers right to forfeit bonus for an employee guilty of mis conduct as contained in section 9 of the Act can be exercised only with reference to accounting year in which the mis-conduct was committed.

Ref:

1)Shriram Bearing Ltd. Vs P.O. Labour Court Ranchi & others, 1987 Lab, IC 414, 1986, LLN 608; 198612, LLj 459; 1987 LLR 13 (Patna High Court-Ranch Bench. 2) Himalaya Drug Company, Macali Vs Presiding officer, Second Additional Labour Court, Bangalore and others, 1987 Lab IC 540; 1986 (52) FLR 704; 1986 2 LLj 45; 1986-I LLN 437

1.5.8.4 INCENTIVE BONUS WHETHER PAYABLE TO ALL:: Every case depends upon its own merits. In a case, where bus drives carrying the employees to Home plant, were denied production incentive bonus, the Supreme Court has held that such denial was not justified. Ref: Hindustan steel Ltd. Vs Presiding Officer Industrial Tribunal (Orissa), Air

1975 SC 1114; 1975 Lab IC 667, 1975 SCC (Lab) 217; 1975 Serv LC 477; 1975 (4) SCC 82; 1975 Uj (SC) 385; 1975 (47) FJR 283; 1975 Serv. Lj 451; (30) FLR 341.


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CHAPTER - 3 OTHER ASPECTS2.1 PROMOTION POLICY & ITS EFFECTS:A Promotion is usually made to place employees in positions for which they can be better suited. There they will develop high levels of abilities as it involves significant increase in increase and responsibility. Promotions are the form of awards which can be given for achievement and serve as a means of motivating individuals to increase their abilities. This also serves to increase the effectiveness with which man power capabilities can be best utilized. An atmosphere conductive to promotions must be created and employees must be kept informed about promotion changes. For this purpose, lines of promotion must be clearly defined where possible and a sincere effort is made to form a real promotion policy. In the promotion policy, system should be provided by which employees can awarded. Negative promotions (or) demotions are usually problematic as they hurt an individuals pride as well as his income. They also demoralise and hence should be avoided. 2.1.1 Seniority as a criterion for promotions: The seniority has become a standard method of allowing promotions, seniority is also used to make decisions for retrenchment, day offs, declaring surplus, over time assignment and retirement etc., If seniority is used as a major factor in determining decisions of promotions and other mentioned factors then policies in its regard must be clearly and in considerable details should be formed. The most general policy of establishing is that it should given when there are no much differences in ability of individuals. 2.1.2 Objectives of Promotion: 1) 2) Promotion is recognition of a job well done by an employee. Promotion is a device to retain and reward an employee for his years of service to the company. 3) 4) Promotion is to increase individual and organisational effectiveness. Promotion is to promote a sense of job satisfaction in the employee.Page 47 of 169

appeal if they feel unjustly, overlooked, when promotions are


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5)

Promotion is to build Loyalty, morale and a sense of belongingness in the employee.

6)

Promotion is to impress upon others that opportunities are open to them also in the organisation, if they perform well.

2.1.3 Promotion Policy: Organisational Policy on promotion helps to state formally the organisations broad objectives and to formulate both the organisations man power and individuals career plans. Such documents are being increasingly issued by Indian organisations in keeping with the changed environment of employee awareness and the accept on career planning. One of the first requirements of a promotion policy is a statement of the ratio of internal promotions to external recruitment at each level, the method and procedure of selection (trade-test, interview), and the qualification desired. Such a statement would help individuals as well as man power planners to project numbers of internally available candidates for vacancies. In some organisations, such a ratio is fixed by a collective bargaining agreement, or in government and public sector it is laid down in rules. The second exercise is to identify the network if related jobs and the promotional channels of each job, taking into account job relatedness, opportunities to interact with higher placed executives to faster job learning, and the qualifications both academic and work experience required. Such an exercise will help in

succession planning and also help aspirants to acquire the necessary formal qualifications or on-the-job training and encourage them to attend suitable external development programmes. The network of related jobs can be established by job analysis. This process would also help in identifying promotion channels and

stepping, stone jobs, which once finalised should be made known to the employees concerned. Such channels and training leading to promotion are well defined for instance in the armed services. While exercising the right of promotion the criteria of seniority (Length of service) has to given the highest weightage along with eligibility and suitability, due to influence of Governments administrative culture, which has permeated into public sector companies and most other establishments, as also in privately owned industries.A STUDY ON LABOUR UNREST Page 48 of 169

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Seniority is given very heavy weightage in government, and also industry and this had led to the law also providing for its consideration. The fifth schedule of the Industrial Disputes act lays down unfair labour practices, where it specifically provides that: 4 c) Changing seniority rating of workman, because of Trade Union activity d) refusing to promote workman to higher posts on account of their Trade Union activities. e) giving unmerited promotions to certain workman, with a view to creating discontent amongst other workman, or to undermine the strength of their Trade Union. To show favoritism or partially to one set of workers regardless of merit will be considered to an unfair Labour Practice and under the Law, trade unions or officers associations can take it to courts as an Industrial Disputes. It is pretty common in government and also frequently resorted to even by officers associations in public sector and private sector. It can be appreciated that once a matter of management policy becomes a dispute in court, how difficult it is to justify each step or action. Therefore, in India promotion also does not remain only a matter of rational personnel policy, and is subject to legal disputes and unfavorable court awards. Yet, there are other more important elements of a sound promotion Policy which should be spelled out by Managements! a) A clear statement of Policy that all higher jobs, as far as possible shall be filled in by Promotion with in as forces practicable, would assure existing employed to work better, and aspire for a promotion. b) Establishment of line of progression, or ladders of Promotion with in the organisation. It may be called Career Planning or the personnel department or top management. c) Job analysis and other techniques can be resorted to as aids, and the competence and experience of existing employees together with their educational background and training may be considered while plotting out a career graph for each one of them as for as practicable.


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d)

The Line managers should also be made responsible for planning out careers of people working with their and should be encouraged to transfer them to better openings in other departments also in the overall interest of organisational efficiency. Simple provision should be made by managements for training as a means of preparation for promotion to higher posts. Special on the job training, special institutional training or, other avenues should be made available to deserving employees.

e)

2.1.4 Promotion system in R.T.P.P. : The promotion Policy is taking in R.T.P.P. as per rules in APGENCO is erstwhile in APSEB. The promotions from the cadre of sub-Engineers to chief

engineers can be taken place accordingly to the existing vacancies in all Power Plants either Thermal (or) Hydel stations throughout APGENCO. The promotions from Junior Accounts officers to Senior Accounts Officers are also given as per the Vacancies throughout APGENCO. But the Lower cadre Accounts staff from Lower division clerk/typist to Junior Accounts officers can given only project seniority i.e. The promotions will be given to them restricted to concerned plant only. The

promotions to the workers from Man Mazdoor to Foreman will be restricted to Plant only. The higher cadre staff/officers promotions will be given by the corporate office of APGENCO and Low Cadre Staff/workers promotions will be given by the each individual Chief Engineer only. All promotions can be given according to the seniority only. The staff member who is under

suspension/punishment can be exempted for the promotion. 2.1.5 Some Court cases on Promotion Policy: 2.1.5.1 Promotion and Discretion of Management: Promotion of a workman is a managerial function. However, it must not be on the subjective satisfaction of the management but must be on some objective criteria. There should not be unjust or arbitrary or unreasonable upgrading of persons superseding the claims of persons who may be equally or even more suitable. There should not be victimisation. If there are aggravating circumstances, the individual adjudicators can interfere and cancel the promotions made by the management, where it is felt that the persons have been superseded on account of malafides or victimisation.A STUDY ON LABOUR UNREST Page 50 of 169

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References:

Ajudhiya Sugar Mills Mazdoor Sabha Vs Ajudhiya Sugar Mills Raja

Ka Sahospur, Moradabad & others, 1983 Lab ICNOC 47 (All); (9182) 2 Lab LN 831 (ALL) 2.1.5.2 Criteria for Promotion: The over all performance of an employee has to be taken into consideration during the tenure of his service and not for the year gone by only. In a case it has been held that the overall performance of an employees for all the nine years will be considered and not that of the last three years. References: R.S. Patel and others Vs Gujarat Electricity Board and Others, 1985

Lab, IC (NOC) 29. 2.2 TRANSFER SYSTEM ITS IMPACT:

2.2.1 Transfer System :Transfers are made to place employees in position for which they are better suited. There they will develop new levels of abilities and ideas. Generally a transfer involves charge of job for place or job and place of worker without any significant increase in income and responsibility. Transfers can be categorized as : a) a) Production Transfers b) Personnel Transfers

Production Transfers:When management shifts any worker for the purpose of improvement in the

organisation, such shifting is called Production Transfer b)Personnel Transfers:When a worker requests for transfer because he has interest in change or physical fitness, or he has clash with his boss or co-worker and/or he feels that he had not been placed at suitable job, substitutes personnel Transfer. Management is benefited from there transfers. If a personnel transfer is based on sound seasons it will result in employees being effective. 2.2.2 Need for a transfer Policy: It is to be appreciated that transfers are made for a number of reasons and are initiated by either the supervisor or the sub-ordinate. If transfers are left entirely to the discretion of either supervisors or employees, a number of problems are likely to occur, such as favoritism or victimization. For Example, a few employees would get transfers as and when they want, while the request of many others would be turnedA STUDY ON LABOUR UNREST Page 51 of 169

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down. On the other hand, some may get transferred repeatedly causing them great inconvenience. Supervisors may transfer their subordinates arbitrarily, just to get rid of them. Some employees, for various reasons, may ask for transfers repeatedly. Some departments may get the reputation of being easy to transfer from, where as others may be regarded as exactly the opposite. The absence of a well-formulated transfer policy will undoubtedly breed a state of uncertainty amongst the employees. In cases where as Union exists to protect the workers there may be on increase in the number of grievances, or it the issue becomes a larger one in terms of its implications for a number of employees, the industrial relations situation may deteriorate into one of turmoil, conflict, and industrial disputes. To avoid these problems which would cause considerable inconvenience and disruption in an organisation, it is imperative that the personnel department should evolve a transfer policy. Only a systematic policy can ensure a reasonable consistency of treatment throughout the organisation. A Transfer Policy should consist of the following elements:1) A clear delineation of the conditions and circumstances under which an employee can be transferred, i.e., what types of transfers (such as those discussed above) would the organisation permit both in terms of the organisations technology and job, relatedness, and from an individuals point of view. 2) Then Transferability of both jobs and individuals needs to be examined in terms of job descriptions, inter departmental divisions and plants, and between streams of specilisation either on the job or individual back ground and training. Therefore, policies on these aspects must be clearly stated. 3) The third aspect is a consideration on the basis for transfer. Should it be on the basis of seniority and merit tests, especially if it is a production job or should it be on the basis of seniority alone, assuming minimum ability to handle the job. 4) Finally, the pay scales and the exact wage and perquisites that the transferee would revive in the transferred job, if there is any difference it should be specified.A STUDY ON LABOUR UNREST Page 52 of 169

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The personnel department should be the monitoring unit facilitating line personnel to redeploy manpower depending on the exigencies of work situations, or helping employees on compassionate grounds with in the framework of the transfer policy. Thus, transfer policy will help effective employee redeplyme and protect, to some extent at least, employees from arbitrary transfers. Maximising employee effectiveness by increasing the utilization of available manpower is one of the important intended consequences of job re assignment. Position reassignments have motivational force and an impact on employee attitudes. For instance, promotion or upgrading maintain organisational effectiveness through maintenance of employee morale, and favorable attitudes towards the organisation. Promotion of employees also enables the organisation to utilise expertise to the optimum level by providing adequate opportunities to those who have developed it through training and experience within the organisation. 2.2.3 Implications of transfer in the INDIAN CONTEXT: The application of Industrial Laws, in major employing sectors such as Government, public sector and Private sector industry, has also restricted their prerogatives to transfer. While employment in industry, in Government and Private industry has been governed for almost half a century under the industrial Dispute Act & Rules all over INDIA, some major amendments were made to this Law in 1982 by an amendment out which has further widened the scope of its application. All personnel managers in India dealing with man power and the Line Managers have to be conversant with the implications of these Laws and rules. Some of the principle definitions may be noted; Industry means any systematic activity earned on by cooperation between an employer and his workman (whether such workmen are employed by such employer directly or by through any agency, including a contractor) for the production, supply or distribution of goods or services with a view to satisfy human wants or wishes (not being wants or wishes which are merely spiritual or religious in nature), whether or not, (i) (ii) any capital has been invested for the purpose of carrying on such activity, or such activity is carried on with a motive to make any gain or profit. It will, therefore, be clear that all activities carried on for production, supply or distribution of goods or services employing manpower are governed by this definitionA STUDY ON LABOUR UNREST Page 53 of 169

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whether they are owned or controlled by Government, or by any government company or by any other institution, or are even a department. Since the Central and state Governments, the local self government institutions, autonomous bodies corporations, companies, institutions and under takings are the largest employers of man power in India. Most of their employees are covered by definitions of Industry and workman. Therefore, they will be governed by the Industrial Disputes act and rules there under. Though, the employees, governed by these Laws are defined as workmen the scope of this term is so wide that vast majority of these employees will be covered by the definitions. Workman means any person including an apprentice employed in any industry to do any manual, unskilled, technical, operational, clerical or supervisory work for h

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A Study on Labour Unrest