Introduction : Western Coalfields Limited

Training Strategies

Objective of Training

Training Institutes at WCL

Location Plan

Major Training Activities

Reflective Excercises

Major Achievement

HRD Performance Areawise 2012-13

HRD Performance 2012-13

Participation at Outside Company’s Programme

Participation at Indian Institute of Coal Management, Ranchi

Participation at Management Development Institute, Nagpur

Participation at Worker’s Training Institute, Wardha

Participation at HEMM Training Insittute, Durgapur

Participation at Supervisory Training, Chhindwara

Continuing Educational Programmes

Safety Training

HRD Performance ( Last Three Years )

Status of MoU Compliance during Financial Year 2012-13

Table of Content

12346789

101112181920202122222324

SN Content Page No.

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

Western Coalfields Limited (WCL)

Western Coalfields Limited (WCL), a ‘Miniratna’ Cat-1 PSU, which isa subsidiary of “Maharatna” Public Sector Undertaking- Coal India Limited,commenced operation in 1975 with its Corporate office at Nagpur inMaharashtra. WCL is engaged in mining and marketing of Coal. It operatesthrough 82 mines spread over 10 areas located in different parts of MadhyaPradesh and Maharashtra. The company undertakes both underground andopencast mining with a workforce of 54961 men and women as on 1st April2013. It has produced 42.29 million tonnes of coal in the year 2012-13and has registered a coal off take of 41.97 million tonnes.

The Sales Realisation of the company for the year 2012-13 has beenRs. 8137.05 crores. The company has earned a Profit before tax in theyear 2012-13 Rs 428.87 crores. It has declared a final dividend ofRs.194.80 crores @ 65.50% on the paid up equity share capital of thecompany. The dividend per share is @ 655 on 2971000 equity shares ofthe company.

The Company has achieved Excellent MoU rating consistantly.

WCL has incidentally emerged as the highest income tax payer in theVidarbha Region of Maharashtra. The company paid Rs 1867.35 crores tostate exchequer through Royalty, Sales Tax, Entry Tax, Stowing Excise duty,during the year 2012-13.

The major customers of the company are State Electricity Boardslocated in Maharashtra, Madhya Pradesh, Gujrat, Uttar Pradesh and Punjaband the infrastructure sectors like steel cement, chemicals fertilizers, paperand brick industry.

Introduction

1

TRAINING STRATEGIES

To facilitate availability of skilled manpower through planned development ofexisting employees

To conduct basic and refresher training for operators and maintenancepersonnel with reference to HEMM equipments.

To prepare employees for acquiring statutory qualification through intensivecoaching as well as grooming eligible employees for departmental examinationaimed at career growth.

To conduct general development programmes for workmen and supervisorsfor integrating them with the state-of-art technology as well as enterprise.

To train management trainees, through a sstandard scheme.

To develop senior executive from E-7 and above level through centralize in-house programmes organized at IICM, Ranchi.

To develop senior executives through nomination to course organized byreputed institutions and professional bodies in India and facilitate inter-organizational exposure to assimilate development in the areas of t e c h no l o g yand management science.

To develop employees though training opportunities abroad available fromforeign Government and manufacturers of equipment and international seminarsand conference and to help and enhance managerial and technical competence ofemployees working in strategic positions.

To cater to the growing needs for training and skill renewal/improvement.

Coal India through its subsidiaries has established number of traininginstitutes in the following categories.

Management Development Training Heavy Earth Moving Machinery Training Supervisory Training Workers Training

Training Policy

2

Human Resource Developmentemphasis in Coal India has been set up to dealwith the development of existing HumanResources as well as looking ahead with clearperspective with reference to technologicaladvances and growth of manpower to fulfilldemand of production vis-à-vis technology.

The growing concern overenvironmental degradation and depletion ofthe conventional energy sources has made thetask more challenging. The technical andmanagerial knowledge acquired fromacademic and technical institutions need tobe supplemented with applied engineeringand managerial skills. These skills are to beregularly updated to cope with the everprogressing and rapidly advancingtechnologies being introduced in the MiningSector where the speed of obsolescence oftenovertakes the pace of acquisition of aparticular skill.

Objective

3

1. MANAGEMENT DEVELOPMENT INSTITUTE NAGPUR

This institute is established mainly for training and development of executives ofWestern Coalfields Limited. The range of courses includes management development,functional skill updation, cross-functional and training in computer usage. MDI exposesexecutives to two view points which may be very different from their own

1. The academic viewpoints of faculty who are expert in their fields 2. The view point of their professional counterpart in application of

concepts which they share in solving problems.

2. H E M M    TRAINING   INSTITUTE,   DURGAPUR

HEMM   Training   Institute, WCL situated at Durgapur at a distance of   7 km from thedistrict town of Chandrapur. It was established on 27.12.1988 by the then Hon’ble Ministerfor Coal Shri C.K.Jafar Sharif with an objective of developing skilled manpower for opencastmines.

The main objectives of the institute are :

1. To provide opportunity to employees with requisite potential for impartingskills in the operation and maintenance of Heavy Earth Moving Machineryand thus fulfilling the need of WCL, in respect of HEMM operators andmechanics from amongst the existing employees as well as new recruitsincluding, dependents of ex-employees and land-oustees.

2. To update and refresh the knowledge, in HEMM operations andmaintenance, of existing employees including executives by internalas wellas external faculty members drawn from original equipment manufacturers.

Training Institutes

4

Human Resource Development is one of the key thrust areas of Western CoalfieldsLimited. Adding value to the employees in terms of knowledge, skill and attitude is one ofthe prime functions of WCL. Besides, preparing statutory and skilled manpower to meet theneeds of the new projects is another important function of HRD. The source of trainablemanpower is existing employees, the new entrants coming on account of land acquisitionand dependents who are thoroughly trained before occupying positions in the mines.

Training in WCL are imparted at the following training centres1. Management Development Institute, Nagpur

2. HEMM Training Institute, Durgapur, Chandrapur

3. Workers Training Institute, Wardha

4. Supervisory Training Institute, Chhindwara

5. Group Vocational Training Centres : 12 VTCs

Training Institutes

5

3. WORKERS TRAINING INSTITUTE, WARDHA

Workers Training Institute, WCL was established in Dec 1986 for training of Workersfor their skill development and re-training of existing workmen to cope up with the technologicaladvancement as well as to meet the demand of skilled manpower.

WCL board sanctioned this Institute on 8.6.1988. However to expand and enlargetraining facilities to cover Electrical Supervisors, Electricians, Mechanics and for trainingunder Apprenticeship Act, for land oustees and dependents.

On 3rd Sept 1994 this Training Institute took shape and now has its own buildingcomplex at Sawangi Meghe, Wardha, which is about 5 km from Wardha city on YavatmalRoad.

4. SUPERVISORY TRAINING INSTITUTE, CHHINDWARA

Supervisory Training Institute was established in June’1980 at Chhindwara – a calmand quite township with a healthy climate. It is situated 120 kms north of Nagpur en-routePachmarhi, thequeen of Satpura Ranges and in close proximity to Pench and Kanhan areas.

Presently, the Institute conducts courses for Coaching for Statutory Examination, Safetyawareness, courses for Security Personnel, Training course on Safety Management Systemfor Supervisors (as recommended by National Conferences on Safety) / Pit safety committeemembers, Workmen Inspector training. Institute has also facilities to conduct skill developmentcourses as per NCVT syllabus under apprenticeship act 1961.

With all infrastructure combined with the committed core faculties and staff, theprogrammes at STI have been very fruitful.

5. GROUP VOCATIONAL TRAINING INSTITUTES

As per the VT Rules, all employees are to be provided initial training before they aredeployed in mines. There are various training modules circulated by DGMS for UG, OC andSurface workers. There is provision for refresher training once in 5 years for these employee.Besides, the employee have to undergo special training under VT Rules. There are 12Vocational Training Centers fully equipped with necessary hardware and software for providingeffective training.

1 GORUP VTC, SASTI, BALLARPUR AREA2 GORUP VTC, HLC, CHANDRAPUR AREA3 GORUP VTC, GHUGUS, WANI AREA4 GORUP VTC, PRAGATI NAGAR, WANI NORTH AREA5 GORUP VTC, UMRER6 GORUP VTC, KAMPTEE, NAGPUR AREA7 GORUP VTC, SILEWARA, NAGPUR AREA8 GORUP VTC, SAONER, NAGPUR AREA9 GORUP VTC, SHIVPURI, PENCH AREA10 GORUP VTC, SUKRI, KANHAN AREA11 GORUP VTC, PATHAKHERA, PATHAKHERA AREA12 GORUP VTC, MAJRI, MAJRI AREA

Location Plan

All Training Institutes at WCL 6

MAJOR TRAINING ACTIVITIES

The major training activities at Western Coalfields Limited are as given below :

1. Compliance with the Mines Vocational Training Rules 1966, revised upto date.

2. To provide Leadership Development , Management Development andSkill Updation courses to our employees to enhance theirknowledge, skill and motivation.

3. Compliance with the provisions contained in Memorandum ofUnderstanding with Coal India Limited agies of development of PublicEnterprises, Govt of India.

4. Achievement of target set in Annual Training Plan.

5. Compliance with the provisions of the Apprentices Act, 1986, revisedup todate.

The required Continuous learning for the development of individuals based ona need analysis, designed road map, individual training plans and learning goals areensured in our organization, WCL as given below :

1. Compliance of provisions of Apprenticeship Act 1986 amended up todate for Technical students.

2. Career Counseling for freshers.

3. Coaching for employees for promotion as well as appearing in thestatutory examinations.

4. Skill Updation and Management Development Programs for ouremployees.

5. On-the-Job Training for freshers, students of technical, academic and management institutes and employee of other mining industries.

6. Participation of employees in seminars / workshop / symposium etc.organised by Professional bodies.

Training Activities

7

Following reflective exercises in Mine Safety fordevelopment of staff and working in diverse Geo-MiningConditions are being conducted at our organization, as givenbelow :

1. Safety Management System –Training programme for all front Line Supervisors.

2. Safety Committee Members Training Programme.

3. Workmen’s Inspector Orientation Programme.

4. Refresher Training Programme for different skilledpersons.

5. Special Training Programme related with NewTechnology.

6. Training provided by Original EquipmentManufacturer.

7. Strata Control Management organized at NIT,Rourkela & DGMS, Dhanbad.

8. SIMTARS Australia has organised StructuredTraining Programme on “Risk Management “for Executives/Supervisors of our organisation.

REFLECTIVE EXCERSISES

Reflective Excercises

8

MAJOR ACHIEVEMENTS

Improvement in skill in employees : It is emphasisedto bridge the gap relating to the missing skills amongthe personnel. The concept of best practices andbench marking are being adopted to train the work-persons systematically in carefully identified skills. Itresulted in to employees performing their jobsefficiently and effectively in time.

Knowledge enhancement : Exposure to NewTechnologies and best practices are encouraged. Itresulted in to employees performing their jobsystematically, safely, economically and eco-friendlymanner. It helps employees to follow all the relevantrules regulation and procedure of the work in asystematic manner.

Motivation and awareness level of our employeesincreased tremendously leading to a healthy andconducive work environment at their work place. Itresulted into less industrial, administrative anddisciplinary problems

9

NU

MB

ER

OF

PE

RS

ON

S T

RA

INE

D /

MA

ND

AY

S

201

2-1

3

HRD Performace (Areawise) 2012-13

10

HRD Performance

2012-13

11

Participation at Outside Company’s Programme

12

Participation at Outside Company’s Programme - 2

13

Participation at Outside Company’s Programme - 3

14

Participation at Outside Company’s Programme - 4

15

Participation at Outside Company’s Programme - 5

16

Participation at Outside Company’s Programme - 6

17

Participation atIndian Institue of Coal Management, Ranchi

18

Participation atMangement Development Institute, Nagpur

19

Participation at Worker’s Trg Insti., Wardha

Participation at HEMM Trg Insti., Durgapur

20

Participation at Supervisory Training Institute,Chhindwara

21

Continuing Educational Programmes

Safety Training Course

22

HRD PerformanceLast Three Years

23

Status of MoU ComplianceFinancial Year 2012-13

24

Excellence is an art won bytraining and habituation. We donot act rightly because we havevirtue or excellence, but we ratherhave those because we have actedrightly. We are what we repeatedlydo. Excellence, then, is not an actbut a habit.

Excellence is an art won bytraining and habituation. We donot act rightly because we havevirtue or excellence, but we ratherhave those because we have actedrightly. We are what we repeatedlydo. Excellence, then, is not an actbut a habit.

Aristotle

Western Coalfields LimitedHuman Resources Development

for Restricted Circulation only