CHAPTER-1

INTRODUCTION TO THE PROJECT

1.1 EXECUTIVE SUMMARY

This project is undertaken with a view to analyze the industrial relations at Central Coalfields
Limited (CCL) and the way relations between management and workers are coordinated. Good
industrial relations result in increased efficiency and hence prosperity, reduced turnover and
other tangible benefits to the organization. Industrial relation is important to know employment
and labour relationship. For the growth of an organization like CCL, industrial relations plays a
very important role. Industrial relations helps the organization to carry out the process of
exploration in a planned manner with due safety to carry out the work by providing the value to
its valuable human resource. Industrial relation plays a dominant role in carrying the role of
excavation in such a way that is sustainable to the environment as well as its management and
employees, as they play a dominant role for the growth of the organization.

It emphasizes on the Grievance Redressal System at CCL which provides the basis and
procedure for the redressal of grievances at CCL. The project shows the study on the different
levels at which grievances are taken up at CCL and the machinery that is adopted to resolve the
grievances. It focuses on the various trade unions active at CCL and the role and activities
undertaken by the trade unions. National Coal Wage Agreement-IX and various heads covered
under the agreement are shown in the project. The project also provides the Industrial Relations
Report of FY 2011-12, FY 2012-13 and FY 2013-14 which shows the stoppage of production
and transportation at CCL. To know more about the industrial relations, questionnaire method
was adopted on the basis of random sampling and analysis and interpretation is made to provide
the SWOT analysis of the organization and findings and conclusion of the project.

1
 1.2 OBJECTIVE OF THE STUDY

 To analyze the industrial relations at Central Coalfields Limited (CCL).

 To study the Grievance Redresal System of the organization to find out the process of
resolving any dispute when it is being raised.

 To understand the labour management relations at CCL and role played by trade
unions in influencing the relationship.

 To know whether the employees are satisfied with the grievance redressal system and
other welfare facilities provided to them by CCL.

2
 CHAPTER: - 2
INDUSTRY PROFILE

2.1 COAL INDUSTRY IN INDIA – A REVIEW

Coal has traditionally been a vital input to the industrial heritage of India. Commercial coal
mining in India with coal as an article of trade started in late 18 th century, at the instance of
Warren Hastings for the benefit of the East India Company for the manufacture of arms and
ammunitions. This was in the Raniganj Coalfields in the eastern part of India along the bank of
river Damodar.

The post independence thrust for industrial development in India necessitated greater coal
production and led to the state taking over the coal sector in early seventies. Coal India Limited
was incorporated as a holding company for bringing in integrated development of coal. The level
of coal production in the country has become three times than prevalent at the time of
nationalization in the early seventies. Coal India contributes almost 90% of the coal produced
and consumed in the country. Coal supplies keep the wheels of the economy moving. Wherever
and whenever we see the use of electricity, be it in a household or industrial situation, we are
reminded of the presence of coal.

But the story of Coal India is not merely the story of the relented struggle against the odds to
produce and supply coal throughout the country. It is also the story of the heartbeats of 6.4 lakhs
employees and their families working and staying, at times, in remote areas in 8 states of our
country and constituting a Mini India. In the course of the dawn of the journey to the twentieth
year, Coal India has traversed many eventful happenings in fulfilling its commitments to our
nation by way of production and supply of coal to the consumer and keeping the spirit of the
people working in the coal industry alive and alert.

Historical records in India indicate that mining and the use of some metals and their alloys,
including iron took place in the ancient days of civilization. Ruins of old smithy furnaces and
slag heap close to local deposits region in eastern India indicate that coal industry remains
nebulous until the middle of eighteenth century. M/S Summer and Healthy were granted
permission to mine coal in six mines, but they actually started operations at one of them.
Following that, industrial coal mining operations in India continued in low key, principally as a
result of indifference and neglect. This situation remained until 1813, when the government
deputed an experienced mining engineer to make an overview of the prospects of coal mining in
3
India. By the mid nineteenth century coal mining was well established and production was about
90,000 tonnes per year by 1890. A number of committees and commission at the time
recommended for scientific exploration of coal, improvement of working condition in mines and
safety of miners. Coal production during this period was mostly by manual means, only a few
coal cutting machines were deployed in some of the mines which were electrified .by 1946, the
year before India became independent ; coal production reached 30 Mt per year with the advent
of independence , the country started its economic reforms with five years national development
plans to improve the economic status of the people. Since, coal being the most important and
proven energy from available, the need was felt in the first five year plan for greater and more
efficient production of coal.

During the terminal year (1955-56) of the first five year plan, saw the production of coal to 30Mt
per year. The second five year plan set a more ambitious coal production target of 60Mt per year.
By the terminal year (1960-61), it was considered that the private sector would not be able to
achieve the target of coal production. As a result, the National Coal Development Corporation ltd
(NCDC), became a protagonist which was already in operation in southern india from 1945.
With the Governments National Energy Policy (NEP), the near total national control of coal
mines in india took place in two stages. The coking coal mines which were taken over and
nationalized in 1973, and in 1975 the holding company Coal India Limited was formed.
Singareni Collieries Company Limited, the holding company of Coal India Limited was formed
in 1975. Singareni Collieries Company ltd (SCCL) continued to maintained its separate identity,
while a few of captive mines belonging to steel plants such as Tata Iron and Steel Company
Limited (TISCO) and the Steel Authority of India Ltd. (SAIL-IISCO) and power agency, the
Damodar Valley Corporation(DVC), were kept out the purview of coal nationalization.
Bituminous coal in India, therefore, is produced by coal India ltd. (90per), Singareni collieries
company ltd (9per) and the balance by the captive mines of TISCO, SAIL-IISCO and DVC.
Ligmite is basically produced in India by the Neyveli Lignite Corporation (NCL).

4
 COAL RESERVES IN WORLD

(at end 2008, in million tonnes)

COUNTRY TOTAL PERCENTAGE OF

WORLD TOTAL

United States 2,37,295 22.6

Russia 1,57,010 14.4

China 1,14,500 12.6

Australia 76,400 8.9

India 60,600 7.0

Germany 40,699 4.7

Ukraine 33,873 3.9

Kazakhstan 33,600 3.9

South Africa 30,156 3.5

Serbia 13,770 1.6

All Others 63,035 17.1

World Total 8,60,938 100

5
 COAL PRODUCING COUNTRIES

This is a list of countries by coal production in 2012, based mostly on the Statistical Review of
World Energy published in 2013 by British Petroleum, ranking nations with coal production
larger than 5 million tonnes. Shares are based on data expressed in tonnes oil equivalent.

COUNTRY/REGION COAL PRODUCTION SHARE OF TOTAL (%)

(Million Tonnes)

China 3,650.0 46.4

United States 922.1 11.7

India 605.8 7.7
European Union 580.7 7.4
Australia 431.2 5.5
Indonesia 386.0 4.9
Russia 354.8 4.5
South Africa 260.0 3.3
Germany 196.2 2.5
Poland 144.1 1.8

Kazakhstan 116.4 1.5

6
 COAL RESERVES IN INDIA

Proved Indicated Inferred Total

State (Mt) (Mt) (Mt) (Mt)
West Bengal 13403 13022 4893 31318
Jharkhand 41377 32780 6559 80716
Bihar 0 0 160 160
Madhya Pradesh 10411 12382 2879 25673
Chhattisgarh 16052 33253 3228 52533
Uttar Pradesh 884 178 0 1062
Maharashtra 5667 3186 2110 10964
Orissa 27791 37873 9408 75073
Andhra Pradesh 9729 9670 3068 22468
Assam 465 47 3 515
Sikkim 0 58 43 101
Arunachal Pradesh 31 40 19 90
Meghalaya 89 17 471 576
Nagaland 9 0 307 315
Total 125909 142506 33149 301564

COAL PRODUCING COMPANIES IN INDIA

Through sustained programme of investment and greater thrust on application of modern

technologies, it has been possible to raise the production of coal from a level of about 70 million
tonnes at the time of nationalization of coal mines in early 1970's to 565.64(P) million tonnes
(All India) in 2013-14.

Coal India limited and its subsidiaries accounted for 462.53 (P) million tonnes during 2013-14 as
against a production of 452.21 million tonnes in 2012-13 showing a growth of 2.3%.

Singareni Collieries Company Limited (SCCL) is the main source for supply of coal to the
southern region. The company produced 50.47 million tonnes of coal during 2013-14 as against
53.19 million tonnes during the corresponding period last year. Small quantities of coal are also
produced by TISCO, IISCO, DVC and other.

7
 COAL INDIA LIMITED (CIL)

Given the geographical location of India, and being in a position to resist any dominance of its
internal markets by imports, it has been a self supporter in the matter of coal. Thus, the coal
Industry has been developing steadily hand in hand with the overall industrial expansion. India
has the 5th largest proved coal reserve in the world after the United States, Russia, China and
Australia. Coal is the primary source of supply of commercial energy in India and has the largest
domestic reserve base and the largest share of India’s energy production and consumption. As on
June 2010, coal accounted for 82.4% of the total thermal generating capacity in India,
representing approximately 52.4% of India’s total energy needs followed by oil and gas etc. at
41.6 per cent.

Coal India Limited (CIL) accounts for approximately 80-82% of the production while Singareni
Collieries Company Limited (a joint venture between the Central Government, 49% and the
State of Andhra Pradesh, 51%) accounts for approximately 9.5-11.5% of India’s coal production
in the 2010 fiscal.

CIL Subsidiaries:

1. Bharat Coking Coal Limited (BCCL),

Headquarter: Dhanbad, Jharkhand
2. Central Coalfields Limited (CCL),
Headquarter: Ranchi, Jharkhand
3. Eastern Coalfields Limited (ECL),
Headquarter: Sanctoria, West Bengal
4. Western Coalfields Limited (WCL),
Headquarter: Nagpur, Maharashta
5. South Eastern Coalfields Limited (SECL),
Headquarter: Bilaspur, Chhattisgarh
6. Northern Coalfields Limited (NCL),
Headquarter: Singrauli, Madhya Pradesh
7. Mahanadi Coalfields Limited (MCL),
Headquarter: Sambalpur, Orissa
8. Central Mine Planning and Design Institute Limited (CMPDIL),
Headquarter: Ranchi, Jharkhand

8
The CMPDIL is an engineering, design and exploration company set up for preparing
perspective plan(s), rendering consultancy services and undertaking exploration and drilling
work to establish coal reserves in the country and collection of detailed data for preparation of
projects for actual mining. The other seven subsidiaries of CIL are coal producing companies.

CIL and its subsidiaries are incorporated under the Companies Act, 1956 and are wholly owned
by the Central Government. The coal mines in Assam and its neighbouring areas are controlled
directly by CIL under the unit North Eastern Coalfields. Manpower of CIL for the month of
April,2014 was 3,45,692.

9
 2.2 COMPANY PROFILE-CCL

Formed on 1st November 1975, Central Coalfields Limited (formerly National Coal
Development Corporation Ltd) was one of the five subsidiaries of Coal India Ltd., the first
Holding Company for Coal in the Country (CIL now has 8 Subsidiaries) and is headquartered in
Ranchi, Jharkhand, India. It has acquired the Category-I Mini-Ratna Company status since
October 2007. During 2009-10, coal production of the company reached its highest-ever figure
of 47.08 million tones, with net worth amounting to Rs. 2644 Crores against a paid-up capital of
Rs. 940 Crores.

CCL: Brief History

 1956: Formation of Public Sector Company-National Coal Development Corporation
Ltd.
 1972: Nationalization of Coking Coal Mines.
 1973: Nationalization of Non-Coking Coal Mines.
 1975: Central Coalfields Ltd.-Reorganized under Coal India Limited-Holding Company
 1986: Truncation of CCL , Formation of NCL (Singrauli) & MCL (Talcher) inherited
a large number of small mines with Large workforce.
 04.10.07: “A Mini-Ratna Company of Category-I”

10
CCL: Organizational Structure:
The Company is registered under Registrars of the Companies Act’ 1956 & hence all of its
Policies, Decisions, Operations etc are being governed by the Board of Directors within its
Delegation of Powers as per the Norms & Guidelines of its Holding Company Coal India Ltd &
Govt. of India. The Board of Directors are headed by the Chairman-Cum-Managing Director in
addition to Director Technical (Projects & Planning), Director Technical (Operation), Director
(Finance) & Director (Personal). A full time Company Secretary with competent staffs peruse
the Board functioning.
In the Company’s Head Quarters at Ranchi, there are many Departments Headed by the Chief
General Manager/General Managers reporting to the respective Directors. All such CGMs/GMs
are responsible for monitoring & carrying out the related work & answerable for their duties &
responsibilities.

The Coal Production is being carried out in 11 Coal Producing Areas again Headed by the Area
CGMs/GMs reporting for their Line Function to the Director (Operations) & CMD. Each Coal
Producing Areas are having more than One Operating Mine both UG and/or OCP as the case
may be. The Area CGMs & GMs are assisted by the team of Senior Officers working as Area
Technical Heads/Staff Officers.

Each Coal Project, Coal Handling Plant, Coal Washery, Captive Power Plant, Work Shops is
Headed by a Project Officer assisted by Technical & Service Executives & Staffs’.

Command Area of Central Coalfields Ltd:

The command area of Central Coalfields Ltd is spread over in 2600 sqkms in Ranchi, Ramgarh,
Hazaribagh, Giridih, Bokaro, Latehar, Chatra&Palamu Districts of Jharkhand State

ISO Quality Certification efforts taken in CCL:

Most of the Central, Regional & Major Pit Head Workshops are ISO9001, ISO 9002 & ISO
14001 Certified apart from Company’s Gandhinagar Central Hospital.

Consumers of Washed Coking Coal from CCL:

 Vizag Steel Plant
 Indian Iron & Steel Co Ltd. (IISCO)
 Steel Authority of India Ltd. (SAIL)
 Bokaro Steel Plant
 Durgapur Steel Plant
 Bhilai Steel Plant
 Rourkela Steel Plant

11
Consumers of Non-Coking Coal from CCL:
 Jharkhand State Electricity Board (JSEB)
 UP State Electricity Board (UPSEB)
 Punjab State Electricity Board (PSEB)
 Bihar State Electricity Board (BSEB)
 Damodar Valley Corporation (DVC)
 Badarpur, Delhi
 TVNL
 HPGCL
 DVV
 Unchar

Other Consumers of Coking & Non-Coal from CCL:

 Indian Railways
 Fertilizer Industries (IFFCO, NFL, PNFC)
 Cement Industries
 Coke Oven Plants (Hard Coke Industries)
 SSF Plants (Domestic Coke Plants)
 Briquette Plants
 Brick Manufacturing Industries
 Other Road Linked Consumers.

CCL’s Mission & Vision: The Company’s Policy:

"Committed to Create Eco-friendly Coal Mining".

The Mission of CCL/CIL is to produce and market the planned quantity of coal and coal
products efficiently and economically with due regard to safety, conservation and quality.
The main thrust of CCL in the present context is to orient its operations towards market
requirements maintaining at the same time financial viability to meet the resource needs.

To become a World Class, Innovative, Competitive & Profitable Coal Mining Operation to
achieve Customer Satisfaction as top priority.

Company’s Objectives:
 Coal mining through efficiently operated mines.
 Besides fulfilling coal needs of the customer in terms of quantity, focus on quality, value
addition and beneficiation to the satisfaction of the customers.
 Marketing of coal & allied products as main product.

12
Coal Producing Areas of CCL:

CCL has 12 coal producing areas, which are as follows:

1) Argada
2) Barka-Sayal

3) Rajrappa

4) Kujju

5) Hazaribagh

6) Bokaro and Kargali

7) Dhori

8) Kathara

9) North Karanpura

10) Piparwar

11) Magadh and Amrapali

12) Rajhara

The first eight areas come under Assistant Labour Commissioner, Hazaribagh; the next three
areas come under Regional Labour Commissioner, Ranchi and Rajhara area comes under
Assistant Labour Commissioner, Patna.

13
 Company Profile
Number of Mines 58 Operative Mines
(21 Underground & 37 Opencast mines)
Washeries 7 Washeries:
 4 Coaking Coal Washeries
(Kathara, Rajrappa,
Kedla&Sawang)- throughput
capacity of 9.35 MTPA
 3 Non-Coking Coal Washeries
(Piparwar, Kargali&Gidi) -
throughput capacity of 11.72
MTPA
Repair/Workshops  1 Central Workshop (ISO 9001) at
Barkakana
 5 Regional Repair/Workshops (3 w/s are
ISO 9001) at Jarandih, Tapin North,
Dakra, Giridih&Bhurkunda
Operating Coalfields 6 Coalfields (East Bokaro, West Bokaro, North
Karanpura, South Karanpura, Ramgarh&Giridih)

14
 CHAPTER – 3
LITERATURE REVIEW

3.1 INTRODUCTION TO INDUSTRIAL RELATIONS

Industrial relations is a multidisciplinary field that studies the employment

relationship. Industrial relations is increasingly being called employment relations or employee
relations because of the importance of non-industrial employment relationships; this move is
15
sometimes seen as further broadening of the human resource management trend. Indeed, some
authors now define human resource management as synonymous with employee relations. Other
authors see employee relations as dealing only with non-unionized workers, whereas labor
relations is seen as dealing with unionized workers. Industrial relations studies examine various
employment situations, not just ones with a unionized workforce. However, according to Bruce
E. Kaufman "To a large degree, most scholars regard trade unionism, collective bargaining and
labor-management relations, and the national labor policy and labor law within which they are
embedded, as the core subjects of the field.

According to International Labour Organisation, Industrial relations comprise relationships

between the state on one hand and the employer’s and employee’s organisation on the other, and
the relationship among the occupational organisations themselves. Industrial relation means the
relationship between employers and employees in course of employment in industrial
organisations. However, the concept of Industrial Relations has a broad and narrow meaning. In
a broad sense, the term Industrial Relations includes the relationship between the various unions,
between the state and the unions as well as those between the various employers and the
government. In the narrow sense, it refers to all types of relationships between employer and
employees, trade union and management, works and union and between workers and workers. It
also includes all sorts of relationships at both formal and informal levels in the
organization. Relations of all those associated in an industry may be called Industrial Relations.

 According to J.T. Dunlop, “Industrial relations are the complex interrelations among
managers, workers and agencies of the government.”
 According to Dale Yoder “Industrial relations is the process of management dealing with
one or more unions with a view to negotiate and subsequently administer collective
bargaining agreement or labor contract”.

OBJECTIVES OF INDUSTRIAL RELATIONS

 To maintain industrial democracy based on participation of labor in the management and

gains of industry.
16
  To raise productivity by reducing tendency of high labor turnover and absenteeism.

 To ensure workers participation in management of the company by giving them a fair say
in decision-making and framing policies.

 To establish a proper channel of communication.

 To increase the morale and discipline of the employees.

 To safeguard the interests of the labor as well as management by securing the highest
level of mutual understanding and goodwill between all sections in an industry.

 To avoid all forms of industrial conflicts so as to ensure industrial peace by

providing better living and working standards for the workers.

 To bring about government control over such industrial units which are running at a loss
for protecting the livelihood of the employees.

IMPORTANCE OF INDUSTRIAL RELATIONS

Maintenance of harmonious industrial relations is on vital importance for the survival and
growth of the industrials enterprise. Good industrial relations result in increased efficiency and
hence prosperity, reduced turnover and other tangible benefits to the organization. The
significance of industrial relations can be summarized as below:

1.It establishes industrial democracy:

Industrial relations means settling employees problems through collective bargaining, mutual
cooperation and mutual agreement amongst the parties i.e., management and employees’ unions.
This helps in establishing industrial democracy in the organization which motivates them to
contribute their best to the growth and prosperity of the organization.

2.It contributes to economic growth and development:

Good industrial relations lead to increased efficiency and hence higher productivity and income.
This will result in economic development of the economy.

3. It improves morale of the work force:

17
Good industrial relations, built-in mutual cooperation and common agreed approach motivate
one to contribute one’s best, result in higher productivity and hence income, give more job
satisfaction and help improve the morale of the workers.

4. It ensures optimum use of scarce resources:

Good and harmonious industrial relations create a sense of belongingness and group-
cohesiveness among workers, and also a congenial environment resulting in less industrial
unrest, grievances and disputes. This will ensure optimum use of resources, both human and
materials, eliminating all types of wastage.

18
5. It discourages unfair practices on the part of both management and unions:

Industrial relations involve setting up a machinery to solve problems confronted by management

and employees through mutual agreement to which both these parties are bound. This results in
banning of the unfair practices being used by employers or trade unions.

6. It prompts enactment of sound labour legislation:

Industrial relations necessitate passing of certain labour laws to protect and promote the welfare
of labour and safeguard interests of all the parties against unfair means or practices.

7. It facilitates change:

Good industrial relations help in improvement of cooperation, team work, performance and
productivity and hence in taking full advantages of modern inventions, innovations and other
scientific and technological advances. It helps the work force to adjust themselves to change
easily and quickly.

8. Uninterrupted production:

The most important benefit of industrial relations is that this ensures continuity of production.
This means, continuous employment for all from manager to workers. The resources are fully
utilized, resulting in the maximum possible production. There is uninterrupted flow of income
for all. Smooth running of an industry is of vital importance for several other industries; to other
industries if the products are intermediaries or inputs; to exporters if these are export goods; to
consumers and workers, if these are goods of mass consumption.

9. Reduction in Industrial Disputes:

Good industrial relations reduce the industrial disputes. Disputes are reflections of the failure of
basic human urges or motivations to secure adequate satisfaction or expression which are fully
cured by good industrial relations. Strikes, lockouts, go-slow tactics, gheraon and grievances are
some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial
peace. It helps promoting co-operation and increasing production.

10. High morale:

Good industrial relations improve the morale of the employees. Employees work with great zeal
with the feeling in mind that the interest of employer and employees is one and the same, i.e. to
increase production. Every worker feels that he is a co-owner of the gains of industry. The
employer in his turn must realize that the gains of industry are not for him along but they should
be shared equally and generously with his workers. In other words, complete unity of thought
and action is the main achievement of industrial peace. It increases the place of workers in the

19
society and their ego is satisfied. It naturally affects production because mighty co-operative
efforts alone can produce great results.

11. Mental Revolution:

The main objective of industrial relation is a complete mental revolution of workers and
employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is
the business of leadership in the ranks of workers, employees and Government to work out a new
relationship in consonance with a spirit of true democracy. Both should think themselves as
partners of the industry and the role of workers in such a partnership should be recognized. On
the other hand, workers must recognize employer’s authority. It will naturally have impact on
production because they recognize the interest of each other.

12. Reduced Wastage:

Good industrial relations are maintained on the basis of cooperation and recognition of each
other. It will help increase production. Wastages of man, material and machines are reduced to
the minimum and thus national interest is protected.

20
 3.2 GRIEVANCE REDRESSAL SYSTEM AT CCL

Grievance means any real or imaginary feeling of dissatisfaction or injustice with one’s
employment situation that is brought to the attention of management.

Conditions giving rise to grievances are:

 A violation of law.

 A violation of the intent of parties as stipulated during contract negotiations.

 A violation of company rules.

 A change in working conditions.

 A violation of health and/or safety standards.

GRIEVANCE REDRESSAL/INDUSTRIAL RELATIONS SYSTEM AT CCL

Coal industry before nationalization, was run by private firms. Hence no proper IR system was
present at that time. Workers were exploited by mines owners. They were not provided with
wages for their work, employee welfare and proper working hours. In 1973, when all firms were
nationalized, CCL put more stress towards the improvement of miserable labour conditions.
Better IR policies were introduced in the organization. CCL management introduced workers
participation scheme at project, area and corporate levels to deal with the matter concerning
production, safety and welfare measures.

Under these schemes, different bipartite committees are functioning at unit, area and corporate
level in which the workers are represented through respresentative of trade union functioning in
the company. This is not only helping to resolve the day to day grievances of the company but
also helps in maintaining harmonious industrial relationship in the company.

In CCL, grievances are redressed by labour authorities of central government in 3 zones and each
zone consists of certain areas. These 3 zones are:

1) Ranchi Zone- Headed by Regional Labour Commissioner

2) Hazaribagh Zone-Headed by Assistant Lbour Commissioner

3) Patna Zone-Headed by Assistant Labour Commissioner

21
For amicable settlement of grievances/disputes raised by various trade unions and workers, a
three tier grievance redressal system is part of CCL:

 Project/Unit Consultative Committee at Project Level

 Area Consultative Committee at Area Level

 Joint Consultative Steering Committee at Corporate Level

All the decisions with respect to any issues related to all the workers are taken at above
committees at different level.

a) Unit Level: This stage is headed by Project Officer. This is the base of the grievance
redressal system. Problems not solved at this stage is forwarded to the next level i.e. Area
Level.

b) Area Level: This stage is headed by General Manager of the area. And problem not
solved here is forwarded to the Chairman-Cum-Managing Directors (CMD) for the final
decision and IR related issues are dealt by Director (Personnel).

For the smooth functioning of this system, a calendar plan for structural meeting with the trade
union covered under IR system is prepared during the each calendar year. Under this system the
representatives of trade unions on behalf of workers first raise their grievances which can be
solved at unit level so that grievances which can be solved at unit level could be resolved at
lowest level. The issues which are beyond the purview of unit level are referred to the area with
the joint consent of union and the management representatives. At area level discussion are held
with the representative trade union and after discussion only those issues which require any
policy decision are referred to corporate level through a jointly signed agenda from the
management and the union representative.

EMPLOYEE SUPPORT SCHEME OF CCL

CCL have “Employee support schemes” (CESS) for redressing grievance of workers. They are:

1) Hum apkesathhai w.e.f.01,04.2009 and

2) Samadhan cell w.e.f.01.04.2012

22
OBJECTIVES OF ESS:-

1) To provide single window redressal of grievances of the employees/ex- employees.

2) To establish direct communications channel between executive and functional

departments with employees at grass root.

3) To impart a sense of company care for its employees.

4) To sensitize all layers of management on employees issue.

SAMADHAN CELL

A Samadhan Cell has been established in CCL on 27/4/12 which was inaugurated by Shri Sri
Prakash Jaiswal, Honourable Minister of Coal, Government of India. The main objective of
Samadhan Cell is to redress the grievances of employees, ex-employees, contractors, suppliers,
consumers and land losers of CCL. Samadhan Cell has also been established at Area Level.

Prevailing system of Samadhan Cell is as under:-

 Samadhan Cell works as a single window system.

 Complaints are received either in writing or through toll free no. : 1800-3456-501
 Complaints are recorded in Register giving a serial no. and a separate receipt in printed
format is given to the complainant.
 The complaints are send to Vigilance department for scrutiny from the vigilance angle in
the complaint, the same is retained by the Vigilance department.
 After receiving the complaints from Vigilance department, such complaints are sent to
the respective GM/HODs in writing annexing the complaints for examination and status,
within a stipulated time frame.
 Reminder is sent in case of non-receipt of response in time.
 Reply received from concerned department is examined and if found satisfactory is
intimated to the complainant over phone and/or in writing.
 In case of non-satisfactory reply, the case is returned to the concerned HOD for review.
 If the reply is negative, the reason thereof is also stated and explained to the complainant
over phone and/or in writing.
 Unresolved/unsatisfied grievances are referred to Standing Committee for examination.
The committee submits its recommendation to GM Samadhan for decision of FDs. So
far, five cases have been referred to Standing Committee.

23
The nature of complaints received in the Samadhan Cell are as follows:

1. Grievance of CCL employees- regarding non-payment of gratuity, CMPF, pension and

other retirement benefits.
2. Grievance of CCL employees- with regards to anomaly in pay.
3. Grievance of CCL employees- with regards to re-fixation of increment, seniority, transfer
and promotion.
4. Grievance of CCL employees- with regards to repair and maintenance of CCL quarters
and campus and allotment of quarters.
5. Grievance of contractors, consumers against respective departments where they have
taken any contractual job for non-payment of dues or are consumers of coal.
6. Grievance of dependents- demanding compassionate appointment/compensation after
death of father/mother.
7. Grievance of local people with regards to their employment and rehabilitation after
acquisition of the land.
8. Grievance of CCL employees for non-payment of medical reimbursement bill.
9. On receipt of family dispute between emerging on compassionate appointment ground
between employee and his mother/brother/sister and so on.
10. Any other compliance and grievance/complaints brought to the notice of this cell.

24
PROCESS AFTER RAISING DISPUTE BY TRADE UNION/WORKMAN

Conciliation

1) According to Industrial Dispute Act, 1947 any kind of dispute should be raised before
labor authorities i.e. Conciliation Officer of Central Government only by Trade Union
except for the case where dispute can be raised by the individual employee is when the
dispute is regarding the DISMISSAL OR TERMIATION.
2) Individual Employee/Trade Union can raise any dispute before Conciliation Officer only
in writing. As soon as the information of dispute is received before Conciliation Officer,
Conciliation Officer will serve a notice to the following:-
a) Concerned Management , and
b) Concerned Trade Union/Individual Employee requesting for hearing in writing. This
notice will also contain details regarding the Date, Time and Venue of the
proceedings which is decided only by Conciliation Officer. This meeting will be
attended by both the parties and every data of the proceedings will be recorded in
writing.

On the 2nd meeting both the parties are given choice for deciding date, time and venue of
the proceedings.
3) If the Management and Trade Union/Workman disagrees with the decision of the meeting
then the meeting is said to be failed and thus Conciliation Officer prepares a proceeding
of Failure of Conciliation Officer then submits this FOC report to the Concerned
Ministry i.e. Ministry of Labour.
Ministry of Labour forwards this report to concerned ministry of Coal industry.
Coal Industry will forward this report to Coal India Limited or directly to Central
Coalfields Limited. CCL will at the end forward this report to the concerned area of
concerned zone.
4) If the concerned ministry is not satisfied with the approach of the management/Trade
Union they will refer the dispute to the Central Government Industrial Tribunal for
adjudication.

Adjudication

The Labour Court/Industrial Tribunal gets the Jurisdiction to decide an Industrial dispute
only if the government makes a reference of that dispute to it. The proceedings before the
25
Labour Court/Industrial Tribunal are called Adjudication proceeding. It is mandatory
settlement of an industrial dispute by a labour court or a tribunal.

The government refers to dispute for adjudication depending upon the failure of
conciliation proceedings. Section 10 of the Industrial Disputes Act, 1947 provides for
reference of a dispute to labour court or tribunal. Dispute are generally referred to
adjudication on the recommendation of the conciliation officer who had dealt with them
earlier. Once a dispute is referred for Adjudication, the verdict of labour court or tribunal
is binding on both the parties.

The Presiding officer of the Labour Court/Industrial Tribunal are aquainted by the
government.
The parties to an adjudication proceedings cannot choose the presiding officer of the
labour court/Industrial Tribunal.

In case of Central Coalfields Limited and public sector units, Management/Trade Union
can file a petition to CENTRAL GOVERNMENTAL INDUSTRIAL TRIBUNAL
(CGIT) for getting the decision in their favour. These two courts of CCL are located in
Dhanbad. These 2 courts are as follows :-

 Central Government of Industrial I (CGIT- I)

 Central Government of Industrial of Industrial Tribunal II (CGIT- II)
1) On receipt of references for adjudication the CEO of CGIT i.e. Presiding Officer
(PO’s are the Retired judge or Working judge) will serve a notice to the
Management as well as Trade Union for hearing mentioning details regarding
Date, Time and Venue of the meeting. Proceeding in Tribunal Court are done by
Advocates of both the parties. Management gets the Witness/Evidence either
Oral or Documentary for the 2nd proceeding date, time and venue are finalized as
per the mutual choice of both the parties.

But in some cases since Trade Union or the Workman are unable to redress their
Grievances through Advocate because of Financial Instability And therefore, the
Industrial Disputes Act. 1947 has a provision of Lawyer’s Objection wherein
Trade Union of the Workman can object for lawyer and thus management also
have to put forward their case of their own;
2) After I complete hearing and giving opportunities of principle of Natural justice to
both the parties i.e. Management and Trade Union, Presiding Officer will pass an
order which is named as AWARD.

26
 3) Trade Union and Management then move towards Provision of APPEAL.
Management will file a WRIT petition. The Hearing petition. The Hearing in
High Court is done before Single Judge. If decision is made against Trade
Union/Individual employee or the Management then move to Double Judge.
Apellate authority (Dir.(Personnel)shall be notified by the management from time
to time. The employee on whom penalties is imposed, appeals to the authorities
notified in this behalf. The appeal is submitted within 45 days of receipt of the
same.
4) The sitting of Double Bench judge is known as Letter Patent Appeal (LPA). Here
again if the decision made by Presiding Officer is not accepted by either of the
parties, then they move to Supreme Court.
5) Supreme Court is the last destination in the process of Adjudication where Trade
Union/Individual employee or Management can appeal here for judgement.

All this creates an Unhealthy Atmosphere where Management and Trade

Union/Workman keeps on moving from one court to other for getting decisions in
their favour. All these leads to bad image of Industry, hampers production and
marketing of the product which overall leads to Economic Blockage.
Thus Industrial Relations System is considered as a very effective system for
handling the grievance of the employees.

Arbitration

Arbitration is another method of resolving industrial disputes wherein the Arbitrator

studies the bargaining situation, listens to both the parties and gathers information, and
then makes recommendations that are bidding on the parties.
This option became available under the Industrial Relation Act in November, 1998.

Process of Arbitration by Trade Unions

1) A union generally takes initiative to go for arbitration. When the union so decides, it
notifies the management.
2) Both the parties now select the person by whom they want to arbitrate the issue i.e. the
arbitrator. Parties agree to refer the decision of the arbitrator.
3) Arbitrator after agreeing to serve decides the Time, Date and Venue of the Hearing The
issues to be resolved is presented to the Arbitrator in a document that summarizes the
questions to be discussed.

27
 4) Trade Unions and management then present their case. Since, Arbitration is an adversary
proceeding; a case may be lost because of poor preparation and presentation.
5) The proceedings of the case are done by Witnesses, cross-examination, transcript, and
legal counsel. After the hearing, arbitrator reaches the decision within 30 to 60 days.
6) The decision is accompanied by a written opinion giving the reasons supporting the
decision which is submitted to Sr. Manager (P&IR) of CCL followed by forwarding it to

Coal India LimitedCoal Ministry Labour Ministry.

COLLECTIVE BARGAINING

It is the most effective method of resolving industrial disputes. Here both parties i.e.
Trade Union and Management representatives meet to determine employees wages and
benefits, to create or revise work rules, and to resolve disputes or violation of the labour
contract.

Collective Bargaining Process

a) After a dispute is raised between Trade union and Management, both the parties
collectively decide upon resolving the issue.
b) Both the parties then negotiate on the issue with each side presenting their initial
demands. During negotiation process, both parties put their words along with threats and
lockouts.
c) After the negotiation process continues for days, both parties put at the end negotiate on
the issue and a final agreement is made.
d) After agreement is made, the next step is of ratification wherein the union negotiating
explains and puts the agreement to the union members for a vote. If voted, this agreement
is formalized into contract. The contact is then made clear and precise to the union
members.
e) The contract is then implemented according to the letter and spirit of provisions of the
agreement. Management is also responsible for implementing the agreement, which is
communicated to all affected levels. This is done by regular meetings and training
sessions provided to workers by supervisors and managers.

TRADE UNIONS AT CCL

Trade unions are voluntary oraganisation of employees or employers formed to promote and
protect their interest through collective action. Though the term employee are used, when we say
unions we generally refer to employees.
28
Following are the criteria to recognize the Trade union in CCL;

 Strength of members
 Affiliation from operative central trade union.
 Operating in a particular area for more than three years.
 Merit of concerned Trade Union is also taken into consideration.

Five central Trade Union recognized by CIL/CCL are:

 Indian National Trade Union Congress(INTUC).

 All India Trade Union Congress(AITUC)
 Centre of Indian Trade Unions(CITU).
 Hind Mazdoor Sabha(HMS)
 Bhartiya Mazdoor Sangh(BMS).

Name of registered and recognized operative Trade Union under IR system of CCL:

 Rashtriya Colliery Mazdoor Sangh(RCMS).

 United Coal Workers Union(UCWU).
 Nationalized Coal Organization Employees Association(NCOEA).
 Bihar Colliery Kamgarunion(BCKU).
 Janta Mazdoor Sangh(JMS).
 Rashtriya Koyla Mazdoor Union(RKMU).
 Coalfields Mazdoor Union(CMU).
 Central Coalfields Limited – Colliery Karamachari Sangh(CCL-CKS).

NAME OF UNION AFFLIATED TO THE BACK UP FROM

CENTRAL TRADE UNION POLITICAL PARTY
RCMS INTUC CONGRESS
UCWU AITUC CPI
NCOEA CITU CPM
BCKU CITU CPM
JMS HMS NOT SPECIFIED
RKMU HMS NOT SPECIFIED
CMU HMS NOT SPECIFIED
CCLCKS BMS BJP

29
OBJECTIVES OF TRADE UNIONS AT CCL:

 Wages and salaries: timely payment of wages and salary to different categories of
employees after implementation of national coal wage agreement (NCWA)
 Working condition: different workers at CCL have different working condition, like
some work in underground mines while work at open cast mines. Union leader emphasize
on better working condition of every employees.
 Welfare: CCL offers a lot of welfare facilities to its employees like that of housing, town
administration, water supply, medical facilities etc. union representative focus on
implementation of all the facilities offered on time.
 Employee - Employer relation: union leader acts as a bridge between employee and
employer in order to resolve the issue of employees and maintaining a harmonious
relationship. Union representative takes the grievances to the management which cannot
be placed directly or may take time in redressal.
 Safeguarding organizational health and interest of the industry: union representative
take care of production and productivity of company, with safety of workers in mind.

FUNCTIONS OF TRADE UNIONS AT CCL:

 To achieve higher wages and better working condition.

 To raise the status of workers as a part of industry.
 To protect labour against victimization and injustice.
 To take up welfare measures for improving the morale of workers.
 To generate self confidence among workers.
 To provide opportunities for promotions and growth.
 To protect women workers against discrimination.
 To encourage sincerity and discipline among workers.

REASONS FOR LABOUR JOINING TRADE UNION:

 Greater bargaining power.

 Minimization of discrimination.
 Sense of participation in company.
 Platform for self expression.
 Betterment of relationship between management.

30
PROBLEM FACED BY TRADE UNIONS:

 Intra union rivalry

 Multiple unions
 Inter union rivalry
 Illiteracy among workers
 Absence of office bearers

INDUSTRIAL ACTION TAKEN BY TRADE UNION:

Meeting is conducted between management representatives and the representative of trade union
leader at different date & as per set by the management to discuss on fixed agenda.

In this meeting union representative discuss all the issues with management representative.
Management representatives try to redress all the issues with management representative try to
redress all the genuine demand of union representative through mutual negotiation. Still if the
demand of trade union are not redressed they are free to serve verbal/written notice for to
pressurize the management in from of following steps of agitation:-

 Demonstrations
 Dharnas
 Hunger strike
 Work to rule
 Stoppage of production
 Stoppage of transportation
 Gheraon
 Bandh
 Strike

MAIN CAUSES OF STRIKES:

 Dissatisfaction with company policy.

 Salary and incentive problems.
 Increment of salary not up to the mark.
 Wrongful discharge and dismissal of workmen.
 Withdrawal of any concession or privilege.
 Hours of work and rest interval.
 Leave with wages and holidays.
31
  Bonus, profit sharing, provident fund gratuity.
 Retrenchment of workmen and closure of establishment.
 Dispute connected with minimum wages.

MEETINGS STRUCTURE OF TRADE UNION

For the purpose of fruitful discussion at Headquarters Level it is desirable that the
grievances/disputes raised by the union at area level falling within the purview of existing
policy/procedures and guidelines should be discussed and resolved amicably at area level itself.
Only such issues relating to policy matters, guidelines and interpretation including issues of
general nature may be referred to Headquarters as unresolved issue for structural meeting as per
schedule.

Directors have further desired that a similar calendar be drawn at area level also and discussion
should be held as per schedule with the representatives of operative Trade Unions covered under
the IR system to resolve their grievances. Unresolved issues along with details/comments as
stated above only may kindly be sent to Headquarters jointly signed by the management and
union representative well in advance before the scheduled date of meeting at Headquarters. A
copy of the calendar plan may also please be sent to us for record.

32
 CALENDAR FOR STRUCTURAL MEETING WITH THE DIFFERENT CENTRAL
TRADE UNIONS

AT CORPORATE LEVEL FOR THE YEAR 2014-15

RCMS (INTUC) 10.07.2014 25.09.2014

(Thursday) (Thursday)
UCWU (AITUC) 24.07.2014 11.11.2014
(Thursday) (Thursday)
CCLCKS (BMS) 05.06.2014 20.11.2014
(Thursday) (Thursday)
JMS (HMS) 04.12.2014
(Thursday)
BCKU (CITU) 18.12.2014
(Thursday)
NCOEA (CITU) 05.08.2014
(Tuesday)
RKMU (HMS) 20.08.2014
(Wednesday)
CMU (HMS) 04.09.2014
(Thursday)

UNION MANAGEMENT RELATIONSHIP

While most of the organization perceive the union and management relationship to be adversial
in nature, the reality is that both have a common set of desired goals. CCL is well respected for
its ability to enhance working relationship between the workforce and the management- working
towards a common set of goals. The following principles govern the relationship between the
trade union and the management.
 To maintain discipline- proper recognition by employer/management and employer/trade
unions of the rights and responsibilities of either party, as defined by laws and agreement
arrived at all level from time to time.
 Recognition of the innate dignity of man and his work, whatever humbles it may be.
 Recognition of the rights of all men to equal opportunities.
 Sense of commitments towards work ethics reflects in achievement of task/target, with
quality and cost.
33
 Acceptance of discipline and disposition of quality of conduct.
 Affirmation of faith in democratic principles and settlement of disputes, difference and
grievances by mutual negotiations, conciliation and voluntary arbitration.
 Commitment for welfare and development of employees.
 Humanization of the process of work with mutual respect to create industrial harmony.
 Commitment to work jointly for achievement of organization goal.
 There shall be no violence, coercion, intimation, victimization, or personal vilification in
the process and arising out arising out of resolving disputes, difference or grievances.

SUBJECTS OF UNION MANAGEMENT DECISIONS:

 Promotions and transfer of workers.

 Age dispute.
 Regularization of workers.
 Termination/ dismissal/ reinstatementof worker.
 Long absenteeism.
 Compensation being provided to the worker.
 Land related problems of villagers.
 Wages/salaries, allowance, pay fixation.
 Working hour shift.

34
 3.4 NATIONAL COAL WAGE AGREEMENT-IX

Following heads are covered under NCWA IX:

1. Component of Wages:
The wage of employees in Coal Mining Industry shall consist of:
a) Basic Wage
b) Special Dearness Allowance(SDA) at the rate of 17.95% of attendance bonus or
1.795% of basic wage representing computed fringe benefits of attendance bonus,
such as contribution of provident fund, payment in lieu of profit sharing bonus,
gratuity etc.
c) Variable Dearness Allowance(VDA) linked to the All India Consumer Price
Index Number for Industrial workers (Base 1960=100) (herein after called Index
Number) adjustable quarterly depending upon variation in Consumer Price Index
Number above 4245.

2. Minimum Wage:
The revised minimum wage for the lowest paid employee on surface in the Coal Mining
Industry covered by the Agreement shall be Rs.17565.93 per month or Rs.675.61 per day
at the All India Average Consumer Price Index Number for Industrial Workers (Base
1960=100) at 4245. This amount includes the minimum guaranteed benefit of Rs.3513.19
per month or Rs.135.12 per day.

3. Minimum Guaranteed Benefit:

All employees covered by this agreement who were on the rolls of different
units/establishments of Coal Companies as on 30 th June,2011 and continued to be on the
rolls on 1st July,2011 will be given a minim um guaranteed benefit @ 25% of
emoluments (Basic + DA + SDA + Attendance Bonus) as on 30th June,2011.

4. Date of Annual Increment:

Applicable as per I.I.No.25 dated 01.12.2011 of NCWA-VIII (Clarification Order will be
issued).

5. Service Linked Promotion:

Applicable as per I.I.No.24 dated 01.12.2011 of NCWA-VIII.

35
6. Under Ground Allowance:
 The Underground Allowance shall continue to be paid to those employees
working underground as defined under the Mines Act,1952 and Regulations
framed thereunder:
 The Underground Allowance shall be payable from 01.02.2012 @ 12.5% of the
revised basic wage per month.
 In case of Assam (North East Coalfields), the Undeground Allowance shall be
payable from 01.02.2012 @ 15% of revised basic wages per month.
 The Underground Allowance shall be treated as Wages hitherto and will be taken
into account for the following purposes:
a) Calculation of Earned Leave/Annual Leave wages.
b) Payment of National/Festival holidays.
c) Sick leave/Casual leave with wages
d) Overtime allowance
e) Gratuity and Post Retirement Benefit Scheme
f) Contribution towards CMPF/other contributory Provident Fund
g) Injury on duty

7. Washing Allowance:
 Employees who will be provided with uniform by the Management will be paid a
Washing Allowance @ Rs.141.00 per head per month with effect from
01.02.2012.
 In respect of Nursing Staff, however, the amount of Washing Allowance payable
to them will be Rs.169.20 per head per month with effect from 01.02.2012. Where
washing of uniforms is arranged by the Management, the Washing Allowance
will not be paid.

8. Transport Subsidy:
 Employees who do not utilize company’s transport either free or on payment of
nominal or subsidised rate will be paid transport subsidy at the rate of Rs.19.74
per day of actual attendance w.e.f 01.02.2012.
 In case of an employee transferred/deployed to another Colliery, if such
employee is required to report at the old place of work from where he is required
to report at the new place of work for duty the existing arrangement for
transporting him from the old colliery to the new colliery will continue. He wil,
however, get Rs.19.74 per day of actual attendance w.e.f 01.02.2012 as long as
he is required to report at the old place of work.

36
9. Additional Transport Subsidy:
Additional Transport Subsidy/Night Shift Allowance @ Rs.28.20 per day of work will be
paid from 01.02.2012 to those in the last shift in night whether it is called Night Shift or
third shift or C shift commencing from 10:00 p.m onwards.

10. Working in Heavy Water Conditions in Underground Mines:

Raincoats, gum boots and hoods shall be provided need based to such of the workmen
who are exposed to heavy water conditions in underground mines.

11. Dust:
Workmen exposed to heavy dust conditions at the place of work will be provided with
“Dust Mask”. Efforts will be made for effective dust suppression at working place so that
workmen are not exposed to heavy dusty conditions.

12. Accumulation of Earned Leave/Annual Leave with Wages:

The existing provisions relating to the accumulation of Earned Leave/Annual Leave with
Wages will be 140 days prospectively.

13. Sick Leave:

The existing provision relating to sick leave of 15 days with full pay in a calendar year
will continue. Sick leave with full pay will accumulate upto 110 days prospectively.

14. Special Leave:

Grant of Special Leave to employees suffering from Heart disease, TB, Cancer, Leprosy,
Paralysis, Renal diseases, HIV and Brain Disorder.

15. National/Festival Holidays:

The existing 8 (eight) National/Festival holidays will continue as at present.

16. Leave Travel Concession (LTC):

 Currently employees are entitled to LTC and LLTC once in a block of four years.
LTC may be availed of for 4 tickets maximum and upto a distance of 750
kilometres. Each way in lieu of home town or more if the home town is more than
750 kilometres, from the place of duty. Alternatively, the employees who have
not opted for LTC are eligible to receive RRF for outgoing and return journey to
their home town for self only according to their entitlement every year under RRF
scheme. Besides, they are also entitled to LLTC in a block of four years ( in lieu
of RRF for self in a block of three years – the 4 th RRF being set off against
LLTC).
Note:
37
 a) Those employees who are availing RRF may opt for LTC in lieu of RRF on or
before 31.12.2011.
b) Those employees who join after signing of this agreement will not be entitled for
RRF but will avail LTC.

 The existing system with regard to payment of LTC/LLTC/RRF will continue.

17. Long Leave Travel Concession (LLTC):

 The existing system of 1700 kms each way in respect of block of 4 years LLTC
will continue.
 The maximum number of units that can be availed of the above benefits will be
equal to 4 adult tickets.
 Where both wife and husband are employed in the same coal company, they will
be jointly entitled to LTC/LLTC benefit subject to a maximum of 6 adult units or
actual no. of family members of the workman concerned, whichever is less,
falling within the scope of the term “Family” as laid down in the existing rules.

18. Life Cover Scheme:

The existing Life Cover Scheme will continue except that the amount to be paid in
addition to the normal gratuity shall be Rs. 112800 w.e.f 01.02.2012.

19. Ex-gratia:
In addition to the compensation payable under the Workmen’s Compensation Act, an ex-
gratia amount of Rs.84,600 in case of death or permanent total disablement resulting on
account of accident arising out of and in course of employment will be paid. It will be
effective from 01.02.2012.

20. Conveyance Reimbursement:

Scooter/Mope/Motorcycle (Two wheeler) Conveyance Reimbursement will be paid at the

rate of Rs.42.30 per day of attendance w.e.f 01.02.2012. Employees getting Conveyance
Reimbursement will not be entitled for Transport Subsidy. The existing employees who
are having valid driving license with ownership of the vehicle will be eligible for
Conveyance Reimbursement.

38
 21. Nursing Allowance:
Nursing Allowance is being introduced in this agreement. Nursing staff will be paid
Rs.376 per month as Nursing Allowance w.e.f 01.02.2012.

22. Encashment of Earned Leave:

The workmen will be entitled to get encashment of earned leave at the rate of 15 days per year.
On discontinuation of service due to death, retirement, superannuation, VRS etc. the balance
leave or 140 days whichever is less will be allowed for encashment.

23. House Rent Allowance:

 The existing house rent allowance of RS.150/- per month will be @ 2% of

revised basic per month will effect from 01.02.2012 and will be paid to those
employees who have not been provided with resident accommodation.
 Payment of house rent allowance will be regulated as indicated below:
a) Employees excepting those who have been allotted the following types of
house individually will be eligible for House Rent Allowance at the rate
of 2% of revised basic per month.
 Any pucca house consisting of one more rooms with common or
separate latrine and bath.
 House under New Housing Scheme, Low Cost Housing Scheme
or single room, arch type tenements with latrine and bath.
b) If a double roomed house has been allotted to two workmen, both the
allottees shall be entitled to 50% of house rent allowance each per month
per head.
c) If singled roomed house is allotted to more than one person or if a double
roomed house is allotted to more than two persons, all the allottees shall
be eligible for House Rent Allowance at the rate of 2% of revised basic
per month.
d) Employees who have been allotted a seat in the barracks or mess or
hostel shall be eligible for House Rent Allowance at the rate of 2% of
revised basic per month.
e) Where husband and wife both happened to be employees and where any
one of them is allotted the same house of the type referred to in clause (a)
above, they shall not be entitled to House Rent Allowance.
f) Employees who have been allotted single rooms or arch type tenement
however will be entitled to House Rent Allowance if the house is not
provided with the separate latrine/bathroom.
39
 24. House Rent Allowance in Urban Area:

Government notification/clarification on the subject will be followed as provided in

previous agreements and shall be applicable from 01.02.2012 on the revised basic. The
other related issues will be discussed /decided in the standardization committee within a
period of 3 months.

 If the population of the city is between five lakhs to fifty lakhs, then house rent
allowance is provided at the rate of 20% of basic wage.
 If the population of the city is above fifty lakhs, then house rent allowance is
provided at the rate of 30% of basic wage.

25. Provision of Compassionate Appointment:

If an employee dies during service period, his/her dependent will be provided an employment.

26. Provision of Monetary Compensation:

If the death of workman occurs in mine accident, he or she will be provided Rs. 6000 as
monetary compensation ( Wage of Cat 1 employee ).

27. Reimbursement of LPG:

Workmen are provided an amount equal to the amount of one LPG cylinder in a month.

28. Special Relief of Rs. Five Lakhs:

If an employee dies in mines premises during duty hour, Rs. Five Lakhs will be provided to
his/her dependent.

40
 3.5 STOPPAGE OF PRODUCTION AND TRANSPORTATION OF COAL
AT CCL

The stoppage of production and dispatch (Transportation) due to different reason has been
enumerated in tabular form as shown below.

Industrial Relation Report of FY 2013-2014

Production affected transpor affected

t
Sr. no. month Due to IR Due to Due to Due to dharna Hunger General
issues non IR IR issues non IR strike strike
issues issues
1 Apr 2 0 1
2 May 2 2 0
3 June 1 4 0 5
4 July 1 2 1 4
5 Aug 2 3 1 6
6 Sept 1 0 4
7 Oct 1 3 1 4
8 Nov 1 3 1 2 2 1
9 Dec 2 4 1 7 2 1
10 Jan 1 0 1
11 Feb 1 2 1 5 1
12 Mar 3 0 3 1
11 28 8 42 5 2 1
Total Affecte 39 50
d issues
(Source: P&IR Department, CCL)

On preparation of above table, it appears that the Stoppage of Production is 11 days and the
Stoppage of Dispatch is 8 days during the year 2013-2014 due to Industrial Relations issues,
which shows that during 365 days, the Stoppage of Production and Dispatch was 19 days only,
which shows healthy industrial relations.

41
 Industrial Relations Report of FY 2012-2013

Sr.no Mont Productio Affecte Transpor affecte Dharn Hunge Genera

h n d t d a r strike l strike
Due to IR Due to Due to IR Due to
issues non IR issues non IR
issues issues
1 Apr 1 2 1 3 3 1
2 May 3 3 2 4 1
3 June 1 8 0 10
4 July 4 0 1 6

5 Aug 1 1 0 0
6 Sept
7 Oct 1 0 0 1 1
8 Nov 1
9 Dec
10 Jan 1 0 1
11 Feb 1 2 1 5 1
12 Mar
Total 12 17 5 30 7 1 0
affecte
d
Issues
29 35
(Source: P&IR Department, CCL)

On preparation of above table, it appears that the Stoppage of Production is 12 days and the
Stoppage of Dispatch is 5 days during the year 2012-2013 due to Industrial Relations issues,
which shows that during 365 days, the Stoppage of Production and Dispatch was 17 days only,
which shows healthy industrial relations.

42
 Industrial Relation Report of FY 2011-2012

production affected transport affected

Sr. Month Due to IR Due to Due to Due to dharna Hunger General
no issues non IR IR issues non IR strike strike
issues issues
1 Apr 2 3 3 9 2
2 May 1 9 1 9 1
3 June 0 5 0 8 1
4 July 1 6 0 7 2
5 Aug 1 4 1 10 2
6 Sept 0 0 1 5 1 5
7 Oct 0 4 1 3 1
8 Nov 0 5 0 6 1
9 Dec 1 6 2 8
10 Jan 0 6 0 7
11 Feb 0 5 1 6 2
12 Mar 0 6 0 5 1
Total Affected 6 59 10 83 10 6 3
issues
65 93
(Source: P&IR Department, CCL)

On preparation of above table, it appears that the Stoppage of Production is 6 days and the
Stoppage of Dispatch is 10 days during the year 2011-2012 due to Industrial Relations issues,
which shows that during 365 days, the Stoppage of Production and Dispatch was 19 days only,
which shows healthy industrial relations.

AFFECTED ISSUES FY 2013- 2014 FY 2012- 2013 FY 2011- 2012

Due to IR Due to Due to IR Due to Due to IR Due to
issues non IR issues non IR issues non IR
issues issues issues
PRODUCTION 11 28 12 17 6 59
TRANSPORTATION 8 42 5 30 10 83
TOTAL AFFECTED 19 70 17 47 16 142
ISSUES
(Source: P&IR Department, CCL)

43
 CHAPTER - 4
RESEARCH METHODOLOGY

Research Methodology can be defined as a process use to collect information and data for the
purpose of decision making. It is a careful investigation or enquiry through a systematized effort
to gain knowledge. The methodology may include publication research, interviews, surveys and
other research techniques and could include both present and historical information.

To analyze the industrial relations at CCL and make a study of the Grievance Redressal System
at CCL, a descriptive and exploratory approach is undertaken.

Methods of Data Collection

The task of data collection began after the objective of the study was defined. While deciding
about the method of data collections to be used for the study, two types of data were kept in
mind, namely, primary and secondary data.

Primary Data Collection

1. Questionnaire - Questionnaire were distributed among the employees in the P&IR

Department at Central Coalfields Limited, Ranchi and were to be filled by them.
Questions were explained to the participants who were unable to get the implications of
the given questions and helped in filling up the questionnaire. The questionnaire were
collected later on for further analysis.

2. Interview- While conducting the survey, non-executive employees of P&IR Department

at CCL were interviewed to get more information from them.

Secondary Data Collection

The secondary data was collected in these forms:

1. National Coal Wage Agreement-IX

2. Industrial Relations Report of FY-2011-12, FY 2012-13 and FY 2013-14
3. Calendar for structural meeting with different central trade union at corporate level for
the year 2014-15
4. Prevailing system of Samadhan Cell at CCL.
5. Website of CCL.

44
Sampling Method

Random sampling technique was used and a random sample of 15 employees was selected from
P&IR Department at CCL.

Questionnaires were distributed among them personally. Of the 15 questionnaires, all the 15
were collected with the response rate of 100%.

45
 CHAPTER-5
ANALYSIS AND INTERPRETATION

ANALYSIS OF QUESTIONNAIRE

1. Are you satisfied with the grievance handling system at CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

Employees at CCL seem to be satisfied with the grievance handling system and its functioning in
the organisation with 46.67% being fully satisfied. Even then 20% of the employees are partially
satisfied, whereas another 20% are very little satisfied and want the system to be more simple
and quicker.

46
2. What is the most common grievance of employees at CCL?

A. Less payment ( )
B. No compensation ( )
C. Less or no welfare facilities ( )
D. More working hours ( )

The most common grievance of employees at CCL is less or no welfare facilities where 80% of
the employees are disappointed with the less or delayed welfare facilities provided by the
organisation. There seems to be no grievance among the employees because of no compensation
or more working hours. Although, a few employees raise grievance due to less payment.

47
3. What kind of relationship does management and trade union share at CCL?

A. Harmonious ( )
B. Conflicting ( )
C. Fluctuating ( )
D. Cold and distant ( )

This shows that there is harmonious relationship between the trade unions and the management.
They are doing good to give out the positive and quality result to make the organisation grow in
a well direction. Where 80% of the employees think the relationship shared is harmonious, 20%
of them also feel that relationship is fluctuating at times. However, conflicting relationship is not
shared between trade unions and management which brings a smoothness in the flow of activities
in the organisation.

48
4. Does management periodically organises meetings with trade union?

A. Always ( )
B. Most of the times ( )
C. Sometimes ( )
D. Never ( )

Here we see that 66.36% of the employees say that trade union meetings are always organised by
the management as scheduled. 26.67% of the employees also feel that meetings are only
organised sometimes. Thus, we can say that the organisation is concerned about discussions with
trade unions and tries to organise meetings positively as scheduled.

49
5. What do you think are the essential factors on which good industrial relations depend at
CCL?

A. History of industrial relations ( )

B. Economic satisfaction of workers ( )
C. Social and psychological satisfaction ( )
D. Off the job conditions ( )
E. Enlightened trade unions ( )

Employees at CCL feel that conditions such as history of industrial relations, economic
satisfaction of workers, enlightened trade unions, all are important factors for good industrial
relations with 33.33% of the employees considering social and psychological satisfaction as an
important factor. Only 6.67% of employees consider off the job conditions to be an essential
factor which clearly states that on the job conditions and economic and mental satisfaction are
the most important to employees for a harmonious industrial relation.

50
6. What is the main reason behind poor industrial relation at CCL?

A. Economic causes ( )
B. Organisational causes ( )
C. Social causes ( )
D. Psychological causes ( )
E. Political causes ( )

Employees at CCL consider both economic and welfare causes and political causes to be the
main reason behind poor industrial relations. 46.67% of employees consider economic and
welfare causes to be the main reason, while another 46.67% of the employees consider political
causes to be the main reason behind poor industrial relations at CCL.

51
7. What measures should be essentially adopted for improving industrial relations at CCL?

A. Sound personnel policies ( )

B. Participative management ( )
C. Responsible unions ( )
D. Employee welfare ( )
E. Grievance procedure ( )

More than 50% of the employees feel that sound personnel policies should be essentially adopted
for improving industrial relations at CCL. All the employees seem to be satisfied by the roles and
responsibilities taken up by trade unions in achieving harmonious industrial relations. 20% of the
employees also want the organisation to take up employee welfare activities in a more concerned
manner. Another 20% of the employees want the grievance procedure to be more effective in the
organisation.

52
8. What are the common issues taken up by trade union?

A. Working conditions ( )
B. Wage payment ( )
C. Welfare activities ( )
D. Land related problems of villagers ( )
E. Promotion and transfer of workers ( )

Here we see that the most common issue taken up by trade unions in CCL is working conditions.
They also take up issues such as wage payment and land related problems of villagers.
Promotion and transfer of workers and welfare activities issues are least common issues taken up
by trade unions.

53
9. What is the most common industrial action taken by trade union at CCL?

A. Stoppage of production ( )
B. Stoppage of transportation ( )
C. Strike ( )
D. Dharnas ( )
E. Gheraon ( )

From the above graph, it can be seen that trade unions at CCL commonly take up actions such as
stoppage of production and strike to put pressure on the management for their demands.

54
10. What losses management has to face by industrial action by union at CCL?

A. Production target is hampered ( )

B. Bitter atmosphere ( )
C. Conflicting relationships ( )
D. All of the above ( )

Here it can be seen that the management at CCL nearly faces all the issues such as hampering of
production target, bitter atmosphere in the organisation and conflicting relations when any
industrial action is taken by trade union at CCL.

55
11. What are the usual problems faced by you at CCL?

A. Work schedule ( )
B. Working schedule ( )
C. Relationship with subordinates ( )
D. Grievance handling procedure ( )
E. Disciplinary act ( )

60% of the employees feel that grievance handling procedure is the most usual problem faced by
them at CCL. 20% of the employees even have a problem with their work schedule while
13.33% also face strained relationships with their subordinates.

56
12. Does your grievance reach the management?

A. Always ( )
B. Sometimes ( )
C. Never ( )
D. Can’t say ( )

Where 26.67% of the employees feel that their grievance always reaches the management and
proper grievance redressal procedure takes place in the organisation and 46.67% of the
employees say that their grievance reaches the management sometimes but not always, 20% of
the employees are even unaware that whether their grievance reaches the organisation or not as
they don’t see any grievance redressal action taking place for addressing their grievances.

57
13. Are you satisfied with the promotion criteria at CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

The above graph gives a mixed response of employees regarding the promotion criteria at CCL.
20% of the employees appear to be fully satisfied with the promotion criteria, another 20% are
satisfied to a large extent, another 20% of the employees are partially satisfied, rest 20% are very
little satisfied and the remaining 20% of the employees are not at all satisfied.

58
14. Are you satisfied with your salary at CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

More than 50% of the employees at CCL are fully satisfied with their salary components and
happy with what they are provided with. 6.67% of the employees say that they are not at all
happy with their salary components and need some increment in their salary part.

59
15. Are you satisfied with the medical facility provided to you by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

Majority of the employees at CCL seem to be satisfied with the medical facility provided to them
by the organisation as CCL is concerned towards the health of the employees and their families.
It has super speciality hospital with modern equipments which help to cure patients quickly and
with care.

60
16. Are you satisfied with the housing facility provided to you by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

This shows that though 46.67% of employees are satisfied with the housing facilities provided at
CCL, still 20% are there who are not at all satisfied with the housing facilities and its repair and
maintenance. 26.67% of employees are partially satisfied with the housing facilities.

61
17. Are you satisfied with the education facility including scholarship scheme provided to you
by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

From the above graph, we can see that majority of the employees are satisfied with the education
facility provided to them by CCL with 53.33% of the employees being fully satisfied and
13.33% being satisfied to a large extent. Even then 26.67% of the employees are very little
satisfied with the educational facilities provided and want more facilities for education of their
children.

62
18. Do you agree with multiple unionship in the organisation?

A. Yes ( )
B. No ( )
C. Can’t say ( )

Here we can see that, more than 50% of the employees do not agree with multiple unionship at
CCL and feel that it weakens the strength of unions in an organisation. On the other hand,
33.33% of the employees agree with multiple unionship in the organisation.

63
19. With whom should be the leadership of union?

A. Insider to CCL ( )
B. Outsider ( )
C. Both ( )
D. Can’t say ( )

Majority of the employees (93.33%) feel that leadership of the trade unions should lie with
people insider to CCL who are sensitive to the issues faced by the employees at CCL and also to
prevent exploitation by political parties.

64
20. Is the contractual work carried out in CCL a healthy practice?

A. Fully agree ( )
B. Agree to some extent ( )
C. Partly agree ( )
D. Disagree ( )

Here we can see that employees give a mixed response towards the practice of contractual
work carried out in CCL. 26.67% of employees fully agree to consider contractual work as a
healthy practice, 33.33% agree to some extent, 13.33% agree partly while the rest 26.67%
disagree to consider contractual work as a healthy practice.

65
 FINDINGS

On the basis of my study, I conclude:

 Majority of the employees are satisfied with the working conditions that they are
provided in the organisation.
 Most of the people are very much contented when it is spoken of about salary.
 Work culture disturbs the working population to some extent.
 Most of the times, the grievance reaches to the higher authority for consideration.
 Most of the employees show lack of satisfaction on grievance handling procedures.
 Employees also want the organisation to focus more on the career planning aspects.
 Employees have shown their faith in trade unions.
 Employees are not satisfied with the relationship between management and union.
 Employees do not want any kind of stoppage of work due to dharnas, strikes,
demonstrations etc.
 Organization is concerned towards the health of employees and their family.
 Organization also looks after employee’s children to study in a good school/ institution
by reducing their tensions regarding fees structures.

66
 SWOT ANALYSIS OF THE ORGANISATION

Strength:

 Monopoly in market regarding its product i.e coal in country for steel and power sector.
 Huge reserve at shallow department of coal (66% of CCL command area reserve is
within 300m)
 Skilled, trained and motivated manpower.
 Good corporate governance & work culture.
 Favourable age profile of equipment and presence in adequate numbers .
 Strong track record of growth in terms of coal production, profitability from last 10 years.
 Application of advanced of mining.

Weakness:

 Technology is yet to play a bigger role and is still under minimum requirements in the
command areas.
 Extremist’s activity & poor law and order condition in CCL commands areas. Frequent
band called by extremist group adversely affects the coal production.
 Rehabilitation & Resettlement issues.
 Opencast mines will lead to land degradation, environment pollution producing area of
CCL.
 Inadequacy of railways in coal transportation & majority of consumer are far away from
coalfields resulting in high landed cot to consumers.

Opportunity:

 Increased demand in CCL coal.

 It is subsidiary of largest coal producing company in the world so has to face negligible
competition.
 Mega coal projects in NK coalfields.
 Capacity addition by Indian railway in the coal producing region will cater the demands
of consumers at reduced cost.

67
Threats:

 Theft problem due to transportation by the means of road.

 Lack of advanced methods of inventory management.
 Dominant extremists in the command areas.
 Over burden on the CCL resources in the command area due to outside peoples staying in the
command area due to outside peoples staying in the command areas illegally.
 Increasing difficulty in acquisition of land and social displacement.
 Mounting aspiration of the village people with regards to Rehabilitation & Resettlement.
 Delay in environmental & forestry clearance.

68
 RECOMMENDATIONS

 Organisation is required to focus a bit more on its work culture and cordial subordinate
relationship as it is essential for healthy working conditions.
 There should be an open door policy so that employees can directly go and discuss their
problems with their HOD, rather than going in a hierarchy and following the so called
strict channels.
 Grievance handling should be done in a quicker manner.
 A better and more cordial relationship should be established between management and
trade unions. People don’t want any form of agitation, so both the management and union
should aim at minimizing it.

69
 CONCLUSION

CCL is respected for its ability to enhance harmonious relationship between workforce and the
management by working towards a common set of goal. Even though CCL like other
organisation faces many grievances of its employees but because of acceptance of discipline and
disposition of its quality of conduct many grievances are avoided.

Every employees working in CCL has a sense of commitment towards their work ethics reflected
in achievement of task/target, with quality and cost. CCL has affirmation of faith in democratic
principles and settlement of disputes, difference and grievances by mutual negotiation,
conciliation and voluntary arbitration by having commitment for welfare and development of
employees.

CCL respects the innate dignity of man and his work and the rights of all men to equal
opportunities and thus expects no violence, coercion, intimidation, victimization or personal
vilification in the process and arising out of resolving disputes, difference or grievances.

70
 ANNEXURE 1
QUESTIONNAIRE

1. Are you satisfied with the grievance handling system at CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

2. What is the most common grievance of employees at CCL?

A. Less payment ( )
B. No compensation ( )
C. Less or no welfare facilities ( )
D. More working hours ( )

3. What kind of relationship does management and trade union share at CCL?
A. Harmonious ( )
B. Conflicting ( )
C. Fluctuating ( )
D. Cold and distant ( )

4. Does management periodically organises meetings with trade union?

A. Always ( )
B. Most of the times ( )
C. Sometimes ( )
D. Never ( )

71
5. What do you think are the essential factors on which good industrial relations depend at CCL?

A. History of industrial relations ( )

B. Economic satisfaction of workers ( )
C. Social and psychological satisfaction ( )
D. Off the job conditions ( )
E. Enlightened trade unions ( )

6. What is the main reason behind poor industrial relation?

A. Economic causes ( )
B. Organisational causes (
C. Social causes ( )
D. Psychological causes ( )
E. Political causes ( )

7. What measures should be essentially adopted for improving industrial relations at CCL?

A. Sound personnel policies ( )

B. Participative management ( )
C. Responsible unions ( )
D. Employee welfare ( )
E. Grievance procedure ( )

8. What are the common issues taken up by trade union?

A. Working conditions ( )
B. Wage payment ( )
C. Welfare activities ( )
D. Land related problems of villagers ( )
E. Promotion and transfer of workers ( )

9. What is the most common industrial action taken by trade union at CCL?

A. Stoppage of production ( )
B. Stoppage of transportation ( )

72
 C. Strike ( )
D. Dharnas ( )
E. Gheraon ( )

10. What losses management has to face by industrial action by union at CCL?

A. Production target is hampered ( )

B. Bitter atmosphere ( )
C. Conflicting relationships ( )
D. All of the above ( )

11. What are the usual problems faced by you at CCL?

A. Work schedule ( )
B. Working schedule ( )
C. Relationship with subordinates ( )
D. Grievance handling procedure ( )
E. Disciplinary act ( )

12. Does your grievance reach the management?

A. Always ( )
B. Sometimes ( )
C. Never ( )
D. Can’t say ( )

13. Are you satisfied with the promotion criteria at CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

14. Are you satisfied with your salary at CCL?

A. Fully ( )
73
 B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

15. Are you satisfied with the medical facility provided to you by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

16. Are you satisfied with the housing facility provided to you by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

17. Are you satisfied with the education facility including scholarship scheme provided to you
by CCL?

A. Fully ( )
B. To a large extent ( )
C. Partially ( )
D. Very little ( )
E. Not at all ( )

18. Do you agree with multiple unionship in the organization?

A. Yes ( )
B. No ( )
C. Can’t say ( )

74
19. With whom should be the leadership of union?

A. Insider to CCL ( )
B. Outsider ( )
C. Both ( )
D. Can’t say ( )

20. Is the contractual work carried out in CCL a healthy practice?

A. Fully agree ( )
B. Agree to some extent ( )
C. Partly agree ( )
D. Disagree ( )

75
 BIBLIOGRAPHY

Web Sites:

www.ccl.gov.in

www.coalindia.in

Books:

Human Resource Management by K. Aswathappa

CCL Manual

Personal interaction with P&IR Department managers and people.

76
INDUSTRIAL RELATIONS SYSTEM AT
CENTRAL COALFIELDS LIMITED
A MINIRATNA COMPANY $ ONE OF THE SUBSIDIARIES OF COAL INDIA
LIMITED, MINISTRY OF COAL, GOVERNMENT OF INDIA.

PRESENTED BY:-

AAYUSHI MALPANI

IMBA/40022/12

Birla Institute of Technology, Mesra

Extension Centre- Lalpur, Ranchi

KARISHMA OHDAR

ROLL NO: IMBA/40062/12

Birla Institute of Technology, Mesra

Extension Centre- Lalpur, Ranchi

UNDER GUIDANCE OF:-

Dr. Pranab Kumar

Department of Mnagement

Birla Institute of Technology, Mesra

Extension Centre- Lalpur, Ranchi

77
 INDEX

SL.NO TOPICS PG NO.

1. CHAPTER-1 INTRODUCTION TO THE PROJECT 1-2
1.1 EXECUTIVE SUMMARY
1.2 OBJECTIVE OF STUDY
2. CHAPTER- 2 INDUSTRY PROFILE 3-14
2.1 COAL INDUSTRY IN INDIA-A REVIEW
2.2 COMPANY PROFILE-CCL
3. CHAPTER- 3 LITERATURE REVIEW 15-42
3.1 INTRODUCTION TO INDUSTRIAL RELATIONS
3.2 GRIEVANCE REDRESSAL SYSTEM AT CCL
3.3 NATIONAL COAL WAGE AGREEMENT (NCWA)
3.4 STOPPAGE OF PRODUCTION AND
TRANSPORTATION OF COAL AT CCL

4. CHAPTER-4 RESEARCH METHODOLOGY 43-44

5. CHAPTER-5 ANALYSIS AND INTERPRETATION 45-69
ANNEXURE 1 - QUESTIONNAIRE 70-74
BIBLIOGRAPHY 75

78
79