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There are Some broad variables of Effectiveness of Workers Participation

1. The degree of effectiveness varies directly with the degree with which the participation meets the

motives of the participants.

2. The greater of the clarity of goals the higher the effectiveness, provided conformity to goals is a

strong motive among the participants.

3. Settlement of relatively difficult issues leads to greater effectiveness.

4. The higher the viability of the activity of participative decision-making the greater the

effectiveness.

5. Effectiveness varies directly with the number of administrative levels subsumed by the

programme.

6. Finally, the amount of useful information influences the effectiveness of participative decision-

making; the more useful the information, the greater the effectiveness.

These conclusions suggest that without necessary preconditions for participation there any exist the

danger of false participation. People may engage in matters that are either completely unimportant or

above their level of competence. Both these dangers are extremely critical. The first any lead people

to think that the fact the they are participating is sufficient to bring about satisfactory results. The

second may lead to the feeling that they really are not contributing anything; it may, therefore,

become demotivating and possibly lead to destructive activities.

The following factors seems to account for the relative failure of workers' participation in India and in

some of the other countries where it has been tired out

1. Workers' participation has suffered largely at the hands of employers who felt, and probably

still feel, that such a move will take away form them their right to manage. To some extent

this is supported by large-scale Government interference, issuing decrees, enticing acts, andformulating legislative bodies. Voluntary implementation of the concept of participation by

employers has been rare, except may be in Sweden where the concept of workers'

participation has been relatively successful.

2.Because of this attitude of employers, information -sharing has not been liberal. Workers'

representatives have often not been informed about manpower an production schedules,

creating an attitude of indifference and even hostility among the representatives.

3.Many studies have pointed out the role conflict the most of the representatives have faced

in mixed boards and committees. The conflicts arose because very often representatives were

forced to adopt the company view on some matter that contrasted with the wider interest of

workers. This not only created a conflict of interest among these representatives but veryoften generated a crisis of confidence among electors.

4.Unlike the stated aims of participation, in most cases, joint boards, councils, etc., find

themselves dealing with personnel and welfare matter rather than with production and

efficiency. This, to a large extent, ha been responsible for the dissatisfaction of employers

whose concerns rests relatively more with production and efficiency.

5.In some cases, studies have found very little evidence of active communication and


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feedback between the electors and their representatives. Part of the blame can be assigned to

the representatives themselves ill-equipped to judge what should be communicated and partly

to the multiplicity of unions, especially in the Indian context.

6.Finally, it has been found the the level at which workers' participation is operationalized

influences its cusses or failure. For example, the democratic sharing of power at lower grades

of industrial workers has been found to be effective because it furthers the ends of bothemployers an employees. While applying the aforementioned factors to judge the success or

failure of he experiment in industrial democracy, it should be remembered that each country

and each organization has a unique culture of its own. Self-determination, so much valued by

Americans, is not shared by workers in South America. In some ways, Germans cohere in

groups only if they are led by a leader, while the informal group is the norm in USA. Thus

there seems to be no reason to expect that the consequences of participation will be universal,

although cross-cultural work is scarce, evidence form theoretical studies supports the point

The following factors seems to account for the relative failure of workers' participation in India and

in some of the other countries where it has been tired out.

1.Workers' participation has suffered largely at the hands of employers who felt, and probably stillfeel, that such a move will take away form them their right to manage. To some extent this issupported by large-scale Government interference, issuing decrees, enticing acts, and formulatinglegislative bodies. Voluntary implementation of the concept of participation by employers has beenrare, except may be in Sweden where the concept of workers' participation has been relativelysuccessful.

2.Because of this attitude of employers, information -sharing has not been liberal. Workers'representatives have often not been informed about manpower an production schedules, creating anattitude of indifference and even hostility among the representatives.

3.Many studies have pointed out the role conflict the most of the representatives have faced in mixedboards and committees. The conflicts arose because very often representatives were forced to adoptthe company view on some matter that contrasted with the wider interest of workers. This not only

created a conflict of interest among these representatives but very often generated a crisis ofconfidence among electors.

4.Unlike the stated aims of participation, in most cases, joint boards, councils, etc., find themselvesdealing with personnel and welfare matter rather than with production and efficiency. This, to a largeextent, ha been responsible for the dissatisfaction of employers whose concerns rests relatively morewith production and efficiency.

5.In some cases, studies have found very little evidence of active communication and feedbackbetween the electors and their representatives. Part of the blame can be assigned to therepresentatives themselves ill-equipped to judge what should be communicated and partly to themultiplicity of unions, especially in the Indian context.

6.Finally, it has been found the the level at which workers' participation is operationalized influences

its cusses or failure. For example, the democratic sharing of power at lower grades of industrialworkers has been found to be effective because it furthers the ends of both employers an employees.While applying the aforementioned factors to judge the success or failure of he experiment inindustrial democracy, it should be remembered that each country and each organization has a uniqueculture of its own. Self-determination, so much valued by Americans, is not shared by workers inSouth America. In some ways, Germans cohere in groups only if they are led by a leader, while theinformal group is the norm in USA. Thus there seems to be no reason to expect that the consequencesof participation will be universal, although cross-cultural work is scarce, evidence form theoreticalstudies supports the point.


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BCCL

CHAPTER IX

PERSONNEL, INDUSTRIAL RELATIONS AND SAFETY

MANPOWER

Human resource management in Coal India is one of the strategic functions as the industry is

labour intensive. The achievement of business objectives demand optimal utilisation of availablemanpower. The cost of employing this manpower is high, as such continuous efforts are made

for development and deployment as per the needs of the organisation. Development anddeployment of surplus women employees has also been started to derive benefits from their

utilisation. To maintain profitablility, mechanisation and introduction of new technology is beingcontinually attempted for which supply of skilled manpower is ensured wherever necessary. All

round efforts are made by the companies to improve labour productivity with reference to currentstatus of manpower in Coal India.

9.2. The Coal India management attaches considerable importance to Human ResourceDevelopment at all levels. Concerted action has been taken by the management to exercise strict

control on fresh induction of workers, training and development of existing employees with aview to ensure skill upgradation and also to achieve rationalisation by retirement of workers

through natural separation and voluntary retirement scheme. The company has been able toachieve substantial reduction in the employees strength and increase in the productivity.

9.3. Coal India Ltd. and its subsidiary companies prepare the Annual Manpower Budget for allthe units starting from colliery, projects and areas upto the company headquarters level. The

budget takes into


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consideration the designationwise and skillwise requirement of manpower and their deploymentin different units and establishments.

9.4. The company has now undertaken a comprehensive exercise to identify the surplusmanpower in companies like ECL, BCCL & CCL and has also fixed the targets for bringing

about rationalisation in manpower strength.

9.5. Efforts are also on to identify the workers who are trainable and who could be gainfully

employed by intra company and inter subsidiary transfers. The company is faced with amajor problem of mismatch of workers due to the provision for employment of next of kin in

case of death and permanent physical disablement. The management has started a dialogue withthe unions to bring about suitable modification in the provision.

9.6. Coal India Ltd. has a well-laid down system of Manpower Audit in all the companies.Standing Committees for Manpower Audit have been formed at company headquarters to

monitor and control issues relating to manpower and their deployment. The company has alsointroduced fortress checking so as to ensure that there is effective check in the actual deployment

of workers and the salary being paid to the employees.

9.7. The Voluntary Retirement Scheme introduced by CIL is getting encouraging response from

the employees. The total number of workers retired under the scheme is given below:


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YearNo. Of workers retired

(under VRS)

1988 89 1,182

1989 90 1,661

1990 91 900

1991 92 1,587

1992 93 6,232

1993 94 5,455

1994 95 9,967

1995 96 1,538

1996 97 1,905

1997 98 4,912

1998 99 10,245

1999-2000 7,818

(upto 31st Dec. 99)

Total 53,402

9.8 It is essential that all the three loss making companies, namely ECL, BCCL & CCLconsolidate their efforts in securing even better response under the VR scheme, which, coupled

with natural attrition, shall help in down sizing their manpower rapidly. This will not only arrestthe wage bill but also contain the trend of mounting losses. Continuing VRS to the extent

possible in the present circumstances is essential and a reduction of about 32,000/- personsthrough VRS is envisaged in the above three companies during a period of 1999-00 to 2001-02

for which an aggregate amount of Rs. 640 Crores as grant shall be required to meet the


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obligation of severance pay. Out of the above, budgetary provision already exists for an amountof Rs. 160 Crores for the year 1999-00. The details, as planned, is given below (at Table A).

The total manpower of CIL and its subsidiaries as on 31.3.99 was 5,86,882 as compared to6,11,689 as on 31.03.98 and stands at 5,69,316 as on 31.12.99. Companywise break-up of workforce is given in Annexure-XVII

9. 9.CORPORATE HRD PLAN

A Corporate HRD Plan for the period 19962000 AD has been developed by Coal India Ltd. on

the basis of review of performance of HRD during last five years and strategic HRD Plandeveloped for next five years. The annual plan was worked out to integrate the efforts of HRD in

all the training centers, located in different subsidiaries. The strategy was to utilise available in-house training infrastructure as well as meeting the needs with the help of existing training

capabilities.

Table A

Company 1999-00 2000-01 2001-02

No. Amount No. Amount No. Amount

ECL 4,000 80 4,500 90 4,500 90

BCCL 4,000 80 4,500 90 4,500 90

CCL 1,000 20 2,500 50 2,500 50

Total 9,000 180 11,500 230 11,500 230


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9.10. TRAINING STRATEGIES

The HRD strategies focused on the following areas:

a. To facilitate availability of skilled manpower through planned development of existingemployees.

b. To conduct basic and refresher training for operators and maintenance personnel withreference to HEMM equipment.

c. To prepare employees for acquiring statutory qualification through intensive coaching aswell as grooming eligible employees for departmental examination aimed at careergrowth.

d. To conduct general development programmes for workmen and supervisors forintegrating them with the state-of-art Technology as well as enterprise.

e. To train Management Trainees, through a standard scheme.f. To develop senior executives from M-1 to M-3 level through centralised in-house

programmes organised at IICM, Ranchi.


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g. To develop senior executives through nomination to courses organised by reputedinstitutions and professional bodies in India and facilitate inter-organisational exposure to

assimilate development in the areas of technology and management science.h. To develop employees through training opportunities abroad available from foreign

Government manufacturers and international seminars and courses and to help & enhance

managerial and technical competence of employees working in strategic positions.

The number of employees trained abroad during 1999-00 (April99 to Dec.99) in Coal India

Ltd., is given at Table A below:

As on 30.11.1999, the Singareni Collieries Company Limited, a joint-venture of the UnionGovernment and the State Government of Andhra Pradesh, had on its roll 1,10,296 men, as per

the following breakup( at Table B.)

Table- A

CATEGORY EMPLOYEES TRAINED

Abroad Outside the

company

In House Total

Executives 15 1,569 3,924 5,508

Supervisors 401 5,066 5,467

Workers 480 16,357 16,837

TOTAL 15 2,450 25,347 27,812


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Table-B

Category Men on Roll

(as on 30.11.99)

I. DAILY RATED

Non-Execavation:

1. Category I 14886

2. Category II 9002

3. Category - III 3321

4. Category - IV 8854

5. Category V 14372

6. Category VI 5754

Excavation:

1. Special Grade 175

2. Grade "A" 483

3. Grade "B" 1016

4. Grade "C" 835

5. Grade "D" 667

6. Grade "E" 183

II MOTHLY PAID


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1. Executives 2357

2. Non-Executives 14335

III PIECE RATED

1. Regular Fillers 25663

2. Badli Fillers 6373

(including Badli

Workers)

Total: 1,08,296

12.MANAGEMENT DEVELOPMENT AND TRAINING

TRAINING ABROAD

Type of Training 1999-2000 Allocation Utilisation upto Nov.,99

Short-term training course

in the field of Coal withEmphasis on Colliery level

Managers at Australia.

2 4

TOTAL: 2 4

9.13. The number of Executives and non-executives of SCCL who have been sent abroad and

elsewhere in India for training in management development programme (upto 30

th

November,1999 ) is given below:

(SCCL)

CategoryAbroad India Total

Executives 4 95 99


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Non-Executives - 2 2

TOTAL : 4 97 101

IN-HOUSE TRAINING

9.14 SCCL has an integrated plan drawn up for the year 1999 2000 for utilisation of In-housetraining facilities for the development of Executives, Supervisors and Workmen.

9.15. SCCL has identified certain areas for Human Resource Development as listed below: -

a. Intensive training for upgradation of skill to meet the demand of skilled and highly

skilled personnel.b. Training of Operators and maintenance personnel for various HEMM equipment.c. Coaching of Supervisors for statutory examinations conducted by Director General of

Mines Safety.

d. Implementation of JETs training scheme.e. A special drive to groom executives through planned management development efforts

which may facilitate succession in the long run.

(f) Basic Trainingfor 599 workmen, Refresher Trainingfor 13,819, change-of-job training

for 1,835 and special trainingfor attending statutory examinations for 7,732 employees hasbeen taken up.

9.16. WAGE REVISION


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9.18. National Coal Wage Agreement-VI has become due from 1.7.96. The Joint Bipartite

Committee for the Coal Industry was constituted on 3.4.1997. Pending finalisation of theagreement, the employees are being paid Interim Relief @ 12% of Basic Pay & FDA as

admissible as on 30.6.96 in terms of a Memorandum of Understanding arrived at on the 19th

May, 1997 between the representatives of the Management and the five Central Trade Unions.

Further deliberations are in progress for finalisation of the 6th round of wage negotiations.

9.19. INDUSTRIAL RELATIONS

9.

The industrial relations in CIL and its subsidiary companies have remained cordial contributingto growth in production, productivity and reduction in mandays lost due to strikes.

The overall improvement in the Industrial Relations position is evident from the following

table(A)

9.20.STRIKES AND BANDHS

9.20. 1.The companywise break-up of strikes and bandhs during 1998-99 and 1999-2000 (uptoDec. 99) in CIL is given in Annexure- XVI


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9.20. 2.The following steps have been taken to maintain Law & Order in the coalfields :

a. Deployment of CISF in affected areas.b. Communications network strengthened.c. The job of transportation of coal is being awarded to ex-servicemen and co-operative

agencies.d. Company employees holding sensitive posts are transferred at periodic intervals.e. Steps have been taken to protect employees from the clutches of moneylenders operating

in the coalfield areas. Co-operative Credit Societies are functioning in collieries whichare granting loans at convenient rates of interest to employees. System of payment of

wages through bank has also been introduced in some of the Subsidiaries.f. Efforts are made to get major civil works like construction of quarters, roads, bridges etc.

done through Public Sector Companies.

Table-A

1995-96 1996-97 1997-98 1998-99 1999-2000

(upto Dec.99)

No. of

strikes

34 33 22 45 26

Mandays

lost

333,156 126,215 92,248 377,553 43,832

Production

lost in

Tonnes

366,337 187,363 143,637 501,218 143,291


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9.20. 3.SINGARENI COLLERIES COMPANY LIMITED ( SCCL)

The Industrial relations are not satisfactory, due to the influence of banned Peoples War Group

and multiplicity of Unions.

9.20.4.In SCCL, as on date there are 77 Registered Trade Unions, mostly Craft Associations

operating in SCCL which are vying with one another to establish their respectivestrength/existence.

9.20.5.The details of mandays lost and production lost ( tonnes) during the last three years arefurnished hereunder (at Table-A)

9.20.6.The details of Strikes, Mandays lost and production lost (in tonnes) during the period

April 99 to November, 99 and corresponding period of April, 98 to Nov., 98 are furnished

hereunder (at Table-B)

9.20.7.A mechanism has been evolved to have a periodical meetings with the recognised Union

and the Representative Status Unions at various levels to amicably settle all issues / problems of


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the workmen. It is noted that with the application of above mechanism, there has been adownward trend in the number of strikes.

9.21. WORKERS PARTICIPATION IN MANAGEMENT

The management continued its efforts to strengthen employees participation in the managementthrough mutual discussions with operating central trade unions at CIL Hqrs. and subsidiary

companies in different joint bi-partite fora.

Table-A

Year No. of Strikes Mandays Lost(Provl.)

Production Lost (T)(Provl.)

1996 97 310 10,04,021 9,64,759

1997 98 355 9,08,015 7,76,742

1998 99 124 18,84,885 15,76,114

Table-B

Sl.No.

Year No. of Strikes Mandays lost Production lost


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( In tonnes )

1. 1999-00(April-Nov., 99) 75 2,20,205 2,78,961

2. 1998-99(April-Nov.,98) 95 17,92,174 14,73,272

9.22. These efforts have brought about an overall improvement in the service conditions of our

employees and the work culture in the organisation. These have contributed a great deal in

improving the industrial relations scenario in the organisation.

9.23. STATUS OF LAND ACQUIRED UNDER CBA ACT

The Coal Bearing Areas ( Acquisition & Development) Act, 1957 (CBA Act) is a Central Act for

the acquisition by the State of unworked land containing or likely to contain coal deposits or ofrights in or over such land and matters connected therewith.

9.23.1. PROBLEMS OF LAND ACQUISITION


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Execution of the Coal Projects is seriously affected mostly due to delay in acquisition of land intime. The problem is getting aggravated increasingly. In case of tenancy land, the delay is caused

by the employment issue and not the procedural issues. But in the case of Govt. & Forest land, itis the procedural complicacy and delay on the part of State machineries which contributes for the

delay in securing possession of land. Some of the problems are listed below:

Tenancy Land

i. Employment Issue:

Employment issue is the greatest hurdle, now a days, in the timely acquisition of tenancy land.

With the capacity for absorbing new manpower shrinking, the companies find if difficult to copeup with the ever increasing demand for employment, irrespective of the norms in this behalf.

iiDelay in physical possession:

Inspite of completion of proceedings of acquisition, physical possession gets delays due toresistance offered by land oustees on various issues./ grounds.

iii. Record of Rights (ROR):

Record of rights (ROR) of title etc. maintained by State Govt. are not updated after everytransaction of land, with the result that the ex-owners or even deceased persons are recorded as

the real owners of the land. State Govts need to ensure the timely correction of ROR.

Govt. Land:

i. Delay in transfer of land:

Delay in transfer of Govt. land, some time, leads to time and cost over-run of the projects.

ii. High rates of compensation:

Exhorbitant rates of compensation for Govt. land are raised by State Govts. The rates need to beat par with the adjoining tenancy land.


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9.23.2. Company-wise position of acquisition of land & Rights ( All Rights & Mining Rights)since nationalisation to quarter ending Dec. 99 is given below:-

Company Area acquired ( in Ha )

All Rights Mining Rights Total

ECL 3,066.37 74.87 3,141.24

BCCL 0.000 534.97 534.97

CCL 31,904.86 500.47 32,405.33

WCL 9,131.9 26,358.73 35,490.63

SECL 6,617.58 49,091.09 55,708.67

MCL 16,431.32 4,083.15 20,514.47

NCL 13,224 0.000 13,224.000

TOTAL 80,376.03 80,643.28 161,019.31

SAFETY

9.24 Primary importance is given to safety in the operations by Coal India Limited is evident

from the Mission of Coal India Ltd where CIL is committed to continue coal mining operations"with due regard to Safety Conservation". With this in view a Safety Policy of Coal India Ltd.

has been formulated and implemented. CIL has also created a structured Internal SafetyOrganisation in each subsidiary, as well as at the holding company level at CIL to implement the

Safety Policy and other safety measures. This has resulted in a substantial improvement in thesafety scenario of coal mining activities since nationalisation of coalmines.

As a result of the safety measures being taken with vastly increased production it has beenpossible to reduce the trend of fatalities and fatality rates in CIL from 233 fatalities in 1975 to

100 fatalities in 1999. However, in 1999, fatalities remained at about the same level of 1998,


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though there was substantial reduction in below ground fatalities from 67 in 1998 to 55 in 1999and fatalities due to roof and side falls, from 50 in 1998 to 28 in 1999. The trend of fatalities

fatality rates, serious injuries and serious injury rates in the last 5 years as compared to 1975 isshown in the table below ( at Table-A)

Table-A

1975 1995 1996 1997 1998** 1999**

Fatalities 233 115* 110 112 99 100

Fatality rate per million

tonne of coal production

2.62 0.50* 0.44 0.43 0.38 0.4

Serious injury 1515 612 505 437 407 377

Serious Injury rate permillion tonne of coal

produced

19.49 2.65 2.02 1.68 1.55 1.49

* Indicates figures exclusive of disaster

** Figures are under reconciliation with DGMS

NOTE: Figs. For 1997&1998 are subject to reconciliation with DGMS. However, serious injuryfigures for 1997 have been revised in January, 1999, after consultation with the subsidiaries of

CIL.


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ACTIVITIES FOR ENHANCEMENT OF SAFETY IN CIL

During 1999 the following measures were taken for improvement of safety in coal miningoperations of the company:

1. A vigorous thrust was given on inspections of mines by officials of the Internal Safety

Organisation of CIL, as well as the subsidiaries, in order to make sample checks on the status ofsafety of the mine sin different companies and take corrective action. A system of high-level

review of the results of the inspections has also been started.

2. Special measures were taken to reduce roof and side fall accidents as below:

(a) Thrust on drawing up and implementation of Support Plans of underground mines based on

Rock-Mass-Rating (RMR) and roof-bolting/roof-stitching systems of roof support. RMR hasbeen determined in 531 out of 541 development districts. It has also been determined from somedepillaring districts, which are supported by roof-bolting/roof-stitching methods of support.

Greater number of mines are being supported by roof-bolting as is revealed by increase inconsumption of roof-bolts and cement capsules as given below (at Table-A)

(b) For ensuring reliability of the support, wherever roof-bolting/roof-stitching was doing roofsupport, a need was felt for standardising the quality of quick setting cement capsules used for

grouting the roof-bolts manufactured in house. As such an exercise was taken up in associationwith CMRI to standardise the composition of the quick setting cement capsules. Trials were

successfullyconducted at BCCL and the composition has been circulated to all other companiesfor their use.


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(c) In order to reduce the number of roof fall/side fall accidents it was felt that it was necessaryto give a thrust on training and retraining of support personnel and supervisory staff. With a view

to complete retraining all support personnel every five years out of a total 19133 support

personnel on roll 22963 were trained during 1995-99, some being retrained in the period, 3100supervisory staff were also trained in 1999-2000 upto November.

Table-A

Year Consumption of Roof-

bolts(in lakhs)

Consumption of Cement

Capsules (in lakhs)

1996 22.97 88.73

1997 26.48 109.51

1998 29.5 118.14

1999* 29.86** 152.03

* Upto Nov., 1999

** Additionally 940 tc. Rope doweling has been done.

(d) Replacement of timber support by steel support. This is required not only from the point ofview of environmental considerations but is becoming essential in view of the reducing

availability of quality timber. Out of 541 development districts and 307 depillaring districtscomplete steel support is being done in 391 districts and supporting is being done partially by


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steel support in 457 districts. A programme has been taken up to phase out timber support in alldevelopment districts and maximise steel support tin depillaring districts in the next five years.

3. Certain measures were also taken for reducing the accidents, which occurred in the course ofuse of wheeled trackless transport equipment. Some of these are:

(a) All companies have been advised to have contractors equipment checked by Area level

committees, periodically, to ensure that no unsafe condition develops due to the use ofequipment which are not fit for use.

(b) Training of contractors workmen was also taken up as a thrust area.

(c) 2329 Heavy Earth Moving Machinery (HEMM) Operators were trained upto November in1999-2000.

4. Workmens Participation in Safety in CIL: As in the previous years the safety scenario of CILwas reviewed by the Standing Committee on Safety in Mines chaired by the Honble MOS(C)

and the CIL Safety Board where Trade Union Representatives participated actively. Trade Unionmembers of both these bodies inspected mines of CIL and made recommendations, which are

being implemented.

5. The Internal Safety Organisation of CIL and the subsidiary companies actively participated in

an exercise for amendment of the Vocational Training Rules in a national level workshop andsubmitted recommendations for the same.

MINES RESCUE SERVICES


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During 1999-2000 one more Additional Rescue Room as per recommendation of StandingCommittee Safety in CoalMines has been established. Thus total nine numbers of Additional

Rescue Rooms are present operation.

Rescue establishments currently in operation in the subsidiaries of CIL is as below:

Rescue Stations 6, Rescue Rooms with Refresher Training facilities 14, Rescue Rooms 18

Thrust area identified for further improvement in the Rescue Services are

1. Modernisation of the testing of Rescue equipment by computerised testing.

2. Computerisation of data of Rescue Services.

3. Modernisation of Training Gallery of Rescue Stations & RRRTs.

9.25 SAFETY MEASURES

In order to bring about a continuous improvement in the safety scenario the following measures

were adopted:

1. Thrust on DISASTER PREVENTION through


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(i) Repeated Safety Audit of mines and continuing implementation of the recommendations ofthe same and monitoring thereof. At present the Third Safety Audit of mines is being done.

(ii) Priority inspection of highly gassy (Degree III) mines and fiery mines by ISO officials andfollow up corrective action for removal of deficiencies.

(iii) Environmental Monitoring of degree III gassy and fiery mines to take corrective action

before a dangerous situation can build up by constant vigil and monitoring the parameters whichare indicative of accumulation of inflammable gas or the progress of heating leading to a

possible outbreak of fire.

(iv) Measures against possible dangers of inundation of underground mines are being taken like

strengthening of embankments, barriers, diversion of ores etc.

2. Monthly review of safety performance of the companies in CMDs meets with analysis of eachand every accident and formulation/revision of strategies for their prevention.

3. Increased thrust on use of scientific methods of roof support through Rock Mass Rating basedSupport Plans for mines and roof Bolting Systems of Support especially in the freshly exposed

roof area.

Exercise for standardisation of manufacture of Quick Setting Cement Capsules in collaboration

with Central Mining Research Institute underway.

4. Examination of Annual Operation Plans of mines by the Internal Safety Organisation (ISO) ofthe companies.

5. Safety clearance of production districts before commencement of operations.


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6. A major thrust on inspections of the mines by officials of the ISO of CIL as well as subsidiarycompanies in addition to inspections by trade union representative members the CIL Safety

BOARD, THE Standing Committee on Safety in Coal Mines, the Workmens Inspectors and themine level Safety Committees.

7. Monthly monitoring of the Safety Status of all mines of CIL on a computerised database

report (SSR-I AND SSR II) and thrust on rectification of deficiencies observed.

8. Training and retraining of the workers, supervisors and officials of the mine through VTC,

HRD etc.

REVIEWING OF SAFETY STATUS OF COAL MINES

9.26 The safety status of coal mines is being continuously monitored at different levels. At the

mine level the Safety Committees, where workmen are represented, review the safety status ofevery mine. Workmens Inspectors make inspections of the mines and the reports of the

inspections are rigorously acted upon. Bipartite Committees of management and workmens

representatives review the safety status of each and every Area. At the subsidiary companyheadquarters level Tripartite Committees which include representatives of the DirectorateGeneral of Mines Safety (DGMS) also review the safety performance of the company and

suggest measures for further improving the safety standards. The Coal India Safety Board,comprising representatives of the coal companies, the workmen, DGMS, the Ministry of Coal

review and deliberate on safety measures to be taken for improving the safety performance ofCIL bi-annually.

The safety situation of the coalmines is also reviewed bi-annually by the Standing Committee on

safety in Coal Mines chaired by the Honble Minister of State for Coal.

WORKERS PARTICIPATION IN SAFETY MANAGEMENT


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9.27 Participation of workmen in the management of safety has been a priority are for CIL andinstitutions like Workmens Inspectors, Safety Committees, Area level Bipartite Committees,

company level Tripartite Committees and the CIL Safety Board have been set up and ensure that

workmen are involved in all measures for safety at the workplace.

MINES RESCUE SERVICES

9.28 During 1998-99 the modernisation programme of the mines Rescue Services of Coal India

Limited was continued. Six main rescue Stations (RS), twelve Rescue Rooms with RefresherTraining Facilities (RRRTs) and eleven Rescue Rooms have been established and are

functioning in various subsidiaries.

9.29 Old outdated main rescue equipment is being replaced by modern equipment in a phasedmanner. Modern training galleries have been provided at all main Rescue Stations and RRRTs.

These are being equipped with modern gadgets.

9.30 Out of thirteen additional Rescue Rooms being constructed to ensure that Rescue Teams

reach within half an hour of receiving information construction of seven Rescue Rooms havebeen completed as planned in 1997-98. These are being equipped.

9.31 Several incentives have been introduced for attracting suitable persons to serve in theRescue Services. Shortage of field volunteers has been made up by and large.

9.32 New technology equipment like infrared imager, paging system, etc. has been introduced.

Trial is under way for development of cordless radio-communication system for use by RescueTeams in rescue/recovery work below ground.


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9.33 One large diameter drill machine for evacuation of miners trapped belowground has beenprocured from abroad and supporting equipment have been procured from indigenous sources.

The machine has been put on trial commissioning at Amritnagar site of ECL.

9.34 A large number of high capacity submersible pumps and horizontal pumps have beenprocured and kept in readiness for large scale dewatering of mines should the need arise.

ACCIDENT STATISTICS

9.35 Company-wise statistics of fatalities and serious injuries during the last five years are given

at the Annexures-XVIII & XIX.

Functioning of Public Grievance Cell

9.36 Although there is no formal P.G. Cell in this Department, the PRIW Section attends to the

work relating to public grievance. The grievances of thefollowing nature are dealt with :

i. Individual grievances ofretired employees ofCoal Companies regarding non-paymentofgratuity, PF, Family Pension, DA etc.

ii. Grievance ofworking employees ofCoal Companies regarding age dispute, retirementon medical ground, employment on compassionate grounds etc.

iii. Grievance representation receivedfrom the workers Unions, and

organisations/companies which go into contract with CIL or its subsidiaries in

connection with work. Mainly, the grievances relate to non-payment ofoutstanding

bills.

9.37 There is a standard grievance redressal machinery in existence in the Department of Coalrelating to both public grievance and staff grievance. JS(LA), the designated Director of Public

Grievance is available for hearing public grievance from 11.00 a.m. to 1.00 p.m. every


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Wednesday. He also hears staff grievance during this period. Secretary (Coal) hears staffgrievance on the first Wednesday of every month between 3.00 p.m. to 4.00 p.m.

9.38 During 1999-2000 (upto December, 1999) about 480 public grievance cases were receivedin the Ministry. Out of these, 460 cases have been attended to and only 20 cases are in hand.

9.39 The Coal India Limited an organisation working under the administrative control ofDepartment of coal has a vast net work consisting of nine subsidiaries. All companies have a

standard public grievance redressal machinery. The Public Grievance Cell in the Coal India Ltd.is headed by the Chief General Manager (Personnel) who is assisted by two more officers, one

each from the Marketing Division and the Adminstration Deptt. of Coal India Limited. As perthe information received through quarterly returns on public grievance cases, the subsidiary

companies had received about 844 public grievance petitions during 1999-2000 (upto December,1999). Out of these 820 cases have been attended to and only 24 cases are pending.

9.40 A grievance redressal machinery is also functioning in Neyveli Lignite CorporationLimited. During 1999-2000 (upto Dec.99) 410 public grievance petitions were received. Out of

this 300 have been attended to and only 110 cases are pending.

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Retired Employee

Transfer/Posting

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E. E. Dept.

Pension / PF

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C. S. R.

Rules & Regulation

HUMAN RESOURCE DEPARTMENT

1. HUMAN RESOURCE DEVELOPMENT AN OVERVIEW

2. PROFILE OF GENERAL MANAGER(HRD)

3. LIST OF EXECUTIVES

4. RECENT TRAINING PROGRAMS CONDUCTED BY HRD.


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