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A STUDY ON COLLECTIVE BARGAINING
IN
URANIUM CORPORATION OF INDIA LIMITED
(A GOVT. OF INDIA ENTERPRISE)
PROJECT REPORT
SUBMITTED TO
UCIL JADUGUDA. JHARKHAND
IN PARTIAL FULFILFILLMENT OF REQUIREMENT FOR THE DEGREE
FOR
MASTER OF PERSONNEL MANAGEMENT AND
INDUSTRIAL RELATIONS
SESSION-2009-2011
PREPARED
BY
GANESH SHANKER SINGH
BANARAS HINDU UNIVERSITY
VARANASI. INDIA
ACKNOWLEDGEMENT
1
First of all, I would like to extend my
foremost gratitude to the almighty GOD for
giving me the strength and wisdom for
making this project a grand success. I
express my sincere gratitude to all those
who have help me directly or indirectly for
the completion of this humble effort.
I am extremely grateful to my
parents for their invaluable support,
blessing and encouragement.
I am very much thankful to UCIL
management, especially to MR. K. MAHALI
(GM, personnel ), MR. B.B. SAW (manager,
personnel ), MR. S. MURMU (CM. personnel.
mill ) for his kind cooperation and keen
interest Shown by him for the preparation
of this report.
Collection of data and information
was one of the most difficult
task in the preparation of this study. I owe
my gratitude MR. Mahesh Rajak (asst.
2
librarian ) for providing me with every
information I demanded. I thank
them all for their kind assistance.
Finally I thank to UCIL Management
& workers & trade union officials for giving
me their valuable time.
22/06/2010
Ganesh shanker singh Roll no.
13/MPMIR/10
UNIVERSITY
ENROLMENT NO. 291262
DECLARATION
I, the undersigned hereby solemnly declare that project
entitled, “COLLECTIVE BARGAINING IN UCIL” is a genuine
profound work done by me under the auspicious of project
guide and other concerned executives. All the information
collected is authentic and to the best of my knowledge.
GANESH SHANKER SINGH
3
PROFILE OF THE COMPANY
Name of the company and address:
URANIUM CORPORATION OF INDIA LIMITED (UCIL)
(A Government of India Enterprise)
Regd. Office: P.O. Jaduguda mines, Dist.: Singhbhum (East)
Jharkhand – 832102
Phone : 0657-2730122/222/353
Fax : 0657-2730322
E-mail: [email protected]
Visit us at www.ucil.gov.in
4
ISO 9001: 2000
QUALITY POLICY
Uranium Corporation Of India Limited (UCIL) is committed towards
maximizing the output of Uranium concentrate and other related by-
products.
It strives to achieve these goals through continual development and
implementation of cost-effective, safe and environment friendly
technology towards improving levels of efficiency and productivity
of its mines, plants and related infrastructure.
5
UCIL also commits itself for improving of its employees through
improved work practices.
ISO 14001: 2004
ENVIRONMENTAL POLICY
In line with its corporate policy, Uranium Corporation of India Limited
(UCIL), adopts environmental management system in all its areas and
committed to:
Manage air, water and noise pollution in its surface operations and
Air & noise pollution in its underground mines.
Continual improvement in environmental quality and prevention of
pollution by applying best available practices & setting reviewing
objective & targets.
6
Compliance with applicable environmental laws & other
requirement concerned with all its operation.
Conservations of natural resources.
Monitor the health of all its employees & to ensure the preventive &
betterment measures.
The policy will be made available to interested party whenever
asked for.
IS 18001: 2000
OCCUPTIONAL HEALTH & SAFETY POLICY
Uranium Corporation Of India Limited (UCIL) adopts OHSMS as an integral
part of its business performance and committed to maintain high level of
occupational health and safety (OH & S) at the work places and control
radiation & mining/ processing related hazards. The company is further
committed to:
Design, construct, operate and maintain its facilities to ensure
safety of employees, plants and equipment.
Company with all relevant statutory rules and regulation on OH & S.
Impart training and re-training of all employees including contractor
workers with the emphasis on development of safety-oriented skills.
Provide adequate resources to implement OH & S policy.
7
Continually improve the OH & S performance by setting and
reviewing of OH & S objective and targets.
Ensure good health of all employees through regular medical
checkup.
Ensure communication, understanding and maintenance of the
policy at all the levels.
CONTENTS
CHAPTER: 1
Introduction
CHAPTER: 2
Research methodology
CHAPTER: 3
Profile of the industry
Profile of the organisation
CHAPTER: 4
Findings
CHAPTER: 5
Conclusion
Suggestion
Bibliography
Questionnaire
8
INTRODUCTION
“Collective bargaining” in organized sectors of industrial organizations is now
an established practice. It may either be voluntary or statutory as laid down in
the industrial laws of any country. In India, it may either be voluntary or
statutory as laid down in the industrial disputes act, 1947. The pre-requisites
for successful collective bargaining are very strong and recognized trade unions
and employer’s organizations.
Definitions of Collective bargaining
The topic collective bargaining is defined in various ways by various authors.
There are some of the definitions given by some intellectuals & institutions,
they are following:-
9
The English dictionary gives the meaning of the term collective
bargaining as “the negotiation between a union and a employer for
determining wages, hours of work, rules and working conditions”.
The international labour organization in a worker’s education manual,
Geneva, 9th impression, 1973, on the subject described it as the
procedure by which the wages and conditions of employment of
workers are regulated by agreements between the representatives of
unions and employers. The manual defines collective bargaining in a
wider sense as negotiations about working conditions and terms of
employment between the employer, a group of employers or one or
more employer’s associations on the other, with a view to reaching
agreement. In the absence of representative worker’s organization,
representatives of the workers duly elected and authorized by them in
accordance with national laws and regulations may be parties to
collective negotiations”, this is the best suited definition as it clarifies the
entire points required in collective bargaining.
Ludwing Teller has defined Collective bargaining “as an agreement
between a single employer or an association of employers on the one
hand and the lobour union on the other hand which regulates the terms
and conditions of employment”.
The encyclopedia Britannica defines that collective bargaining is a
negotiation between an employer or group of employers and a group of
working people to reach an agreement on working conditions.
Richardson says: “collective bargaining takes place when a number of
work people enter into a negotiation as a bargaining unit with an
employer or group of employers with the object of reaching an
agreement on the conditions of the employment of the work people.”
10
Cox defines collective bargaining as “the resolution of industrial
problems between the representative of employers and the freely
designated representatives of employees acting collectively with a
minimum of government dictation.”
According to Selig Perlman: “Collective bargaining is not just a means of
raising wages and improving conditions of employment. Nor is it merely
democratic government in industry. It is , above all, a technique whereby
an inferior social class or group exerts a never-slackening pressure for a
bigger share in social sovereignty as well as for more welfare and greater
security and liberty for its members. It manifests itself actually in politics,
legislation, court litigation, government administration, religion,
education and propaganda.
In brief, collective bargaining may be defined as a process of negotiation and
other related pressure tactics (like threats, counter-threats) adopted by the
employer and the organized workers represented by their union in order to
determine the terms and conditions of employment. In other words, it is
technique adopted by the organization of workers and employers collectively
to resolve their existing or future differences with or without the assistance of
a third party. Its ultimate aim is to reach some settlement acceptable to both
the parties involved in industrial relations, although each of them may try to
impose its own terms upon the other through pressure tactics and
negotiations.
From the concept of collective bargaining, a few important facts pertaining to
its nature become clear. These are:
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It is carried out on a collective as distinct from an individual basis. That
is, collective bargaining is bargaining by groups of people.
In the bargaining process, the main actors are employees, employers,
and their associations.
The object of collective bargaining is rule-making, i.e., reaching an
agreement by specifying the rules pertaining to employment
relationship.
The main focus of these rules is on the terms and conditions of
employment.
Collective bargaining is a “civilized bipartite confrontation” between
the workers and the management with a view to arriving at an
agreement, for the object is not ‘warfare’ but ‘compromise’.
It is both a device and a procedure used by wage-earners to safeguard
their interests; it is an institution or instrument of an industrial
organization for discussion and negotiations between the two parties.
It is, moreover, a technique by which an attempt is made to reconcile
the needs and objectives of workers and employees and is, therefore,
an integral part of industrial society.
The essence of collective bargaining lies in the readiness of the two
parties to a dispute to reach an agreement or mutually satisfying
settlement. It is concerned about the emotions of people involved in it
as well as with the logic of their interests.
The process of collective bargaining has been considered by the students of
industrial relations as:-
1. A means of contract for sale of labour.
2. A form of industrial rule.
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3. A method of management.
If all the above three aspects are taken into consideration together, it can very
well be defined that collective bargaining is an institution under which the
terms and conditions of employment of the workers are decided and settled by
joint negotiations between the employers and the representatives trade
unions of workers. It is also called a method of settling industrial disputes in an
amicable manner between the representative trade unions and their
employers without disturbing the industrial harmony and also the productions
and productivity. Collective bargaining is the resultant of the trade union
movement and therefore, it pre-supposes the existence of trade unions with a
belief in the effectiveness of collective bargaining to encourage and further the
interest of the employees.
FEATURES OF COLLECTIVE BARGAINING
Randle observes: “A tree is known by its fruit. Collective bargaining may best
be known by its characteristics.” The main characteristics of collective
bargaining are:-
I. It is a group action as opposed to individual action and is initiated
through the representatives of workers. On the management side are
its delegates at the bargaining table; on the side of the workers is their
trade union, which may represent the local plant, the industry
membership or nation-wide membership.
II. It is flexible and mobile, and not fixed or static. It has fluidity and ample
scope for compromise, for mutual give-and-take before the final
agreement is reached or the final settlement is arrived at. Bakee and
Kerr observe: “Essentially, a successful collective bargaining is an
exercise in graceful retreat-retreat without seeming to retreat. The
13
parties normally ask for more or offer less than they ultimately accept or
give. The ‘take-it-or-leave-it’ proposition is not viewed as being within
the rules of the game. One of the most damaging criticisms is that a
party is adamant in holding to its original position. Before retreating with
as much elegance as circumstances permit, each party seeks to
withdraw as little as possible. This involves ascertaining the maximum
concession, in this sense; all negotiations are exploratory until the
agreement is consummated.”
III. It is a two party process. It is a mutual give-and-take rather than a take-
it-or leave-it-method of arriving at a settlement of a dispute. As two
parties are involved in it. In this connection, Clark Kerr observes:
“collective bargaining can work only with the acceptance by labour and
management of their appropriate responsibilities. It can succeed only
when both labour and management want it to succeed.”
IV. It is a continuous process. It provides a mechanism for continuing and
organized relationships between management and trade unions. “The
heart of collective bargaining is the process for a continuing joint
consideration and adjustment of plant problems.” It does not end with
negotiation, but, as Glen Gardiner puts it, “it begins and ends with the
writing of contract. Actually, it is only the beginning of collective
bargaining. It goes on for 365 days of the year… The most important part
of collective bargaining… is the bargaining that goes on from day to day
under the rules established by the labour agreements.”
V. It is dynamic and not static. Because it is a relatively new concept, and is
growing, expanding, and changing. In the past it is used to be emotional,
turbulent and sentimental; but now it is scientific, factual and
systematic. Its coverage and style has changed. In this connection, J.M.
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Clark observes: “collective bargaining has become, with surprising
swiftness, one of the greatest forces in our society. In anything like its
present scale and power, it is a new thing. It is a process which
transforms pleading into negotiation… which permits employees’ dignity
as they participate in the formulation of their terms and conditions of
employment… which embraces the democratic ideal and applies it
correctly and effectively at the place of work.”
VI. It is industrial democracy at work. Industrial democracy is the
government of labour with the consent of the governed-the workers.
The principle of arbitrary unilateralism has given way to that of self-
government in industry. Collective bargaining is not a mere signing of an
agreement granting seniority, vacations and wage increases. It is not a
mere sitting around a table, discussing grievances. Basically, it is
democratic: It is a joint formulation of company policy on all matters
which directly affect the workers in a plant. It is the self-government in
action. It is the projection of a management policy which gives the
workers the right to be heard. It is the establishment of factory law
based on common interest.
VII. Collective bargaining is not a competitive process but is essentially a
complementary process. Each party needs something that the other
party has, namely, labour can make a greater productive effort and
management has the capacity to pay for that effort and to organize and
guide it for achieving its objectives. The behavioural scientist has made a
distinction between “distributive bargaining” and “integrative
bargaining.” The former is the process of dividing the ‘cake’ which
represent the whole produced by the joint efforts of management and
labour. In this process, if one party wins something, the other party, to
15
continue metaphor of the cake, has a relatively smaller size of it. So it is
a “win-lose” relationship.
VIII. It is an art, an advanced form of human relations. To substantiate this,
one needs only witness the bluffing, the oratory dramatics, and coyness
mixed in an inexplicable fashion which may characterize a bargaining
session.
EVOLUTION OF COLLECTIVE BARGAINING
The phrase collective bargaining is said to have been coined by Sydney and
Beatrice Webb of Great Britain which is said to be the “home of collective
bargaining.” The idea of collective bargaining emerged as a result of industrial
conflict and the growth of the trade union movement, and was first given
currency in the United States by Samuel Gompers. In India, the first collective
bargaining agreement was concluded in 1920 at the instance of Mahatma
Gandhi to regulate labour-management relations between a group of
employers and their workers in the textile industry in Ahmadabad.
This method is widely practicised in foreign countries such as
U.S.A., U.K. and other European countries. The rapid industrialization and
origin of great industrial houses in the western countries due to the great
historical industrial revolution have paved the way for the birth of trade
unions. The growth of trade unions subsequently made the growth of
employer’s association in these countries. Britain was the first among them
which became the cradle of collective bargaining.
The earlier collective agreements took place between the
employers and the unions in the buildings, engineering and printing industries
in Great Britain. A formal written collective agreement was arrived at in this
country in the aforesaid industries in 1872. This became the pattern later. In
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U.S.A. the Wagner act of 1935 cleared the hurdle of collective bargaining which
has given the worker the right to join a union of his choice and to make a
strong representative union for fighting for the rights of workers.
EVOLUTION OF COLLECTIVE BARGAINING IN INDIA
India remained undeveloped in the field of industrialization due to the misrule
of the British govt. of India till independence.
The idea of collective bargaining in India has developed only
since independence. In the year 1918, Mahatma Gandhi had advocated
principles of mutual negotiation to settle dispute between the credited
organizations of employers and labour. On failure of negotiation he favoured
conciliations and on failure of that too voluntary arbitration.
In 1943 the Travancore coir factory workers union
representing about 90% of workers and employers’ association set up a joint
body called the industrial relations committee to maintain industrial peace.
The union president, passing a resolution, approved the principles of
settlement of differences between employees and employers by mutual
discussion and negotiation. This was the beginning of collective bargaining in
India.
Due to the inherent weaknesses in the trade unions growth in
India such multiplicity of trade unions, affiliation to different political parties
the political domination by politicians professing different ideologies,
domination of outsiders in the executive, the trade union are by and large
divided. The employers, on the other hand, are fairly organized and are in
17
better positions at the bargaining counter with the labour leaders. In spite of
all weaknesses from which trade unions suffer in India an attempt has been
made under the provisions of the industrial disputes act through the process of
collective bargaining.
GANDHIAN APPROACH:
According to Mahatma Gandhi collective bargaining can succeed only when the
labour knows more about the mechanism of the management while the
management sheds off its traditional exclusive ownership rights. He advocated
that labour and capital may function mutually as trustees of each other and
jointly the trustees of the society. His approach to trusteeship is based on the
following:-
1) Trusteeship may provide an equalitarian society in place of capital order
through transformation.
2) It is based on the faith that human nature is never beyond redemption.
3) The right of private ownership of property can only be allowed to the
extent of which may permit so far as it may be permitted by the society
for its own welfare.
4) To fix a decent minimum wages for living and a limit should be fixed for
maximum wage too.
5) The difference between such minimum and maximum income should be
reasonable and equitable and variable from time to time so much so
that the tendency should be towards obliteration of the difference.
6) The character of production will be determined by the society according
to social requirement and not according to the personal whim or greed.
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7) The main objective of this approach was to remove economic inequality
prevailing in the society so that violence and class war could be avoided.
CONTENT AND COEVERAGE OF A COLLECTIVE BARGAINING
AGREEMENT
There is no standard specification of what should be included in a contract and
what should not be included, although certain issues are often sought to be
excluded from collective bargaining and retained for discussion and disposal by
the management. Taylor observes: “the essence of free collective bargaining is
that the scope of the relationship, the procedures for negotiation and joint
dealing, and the substantive terms of employment are all private matter to be
worked out by unions and management without govt. interferences or
direction.”
The scope of collective bargaining has increased tremendously in
recent years, and many new subjects have been included under it.
Randle adds: “The expansion in the scope of collective bargaining
has been due to various factors, namely:
i. The growing strength of the unions which have pressurized
managements to include new subjects in the agreements.
ii. Increased profits have led to a favourable response to the demands of
employees.
iii. Increased prices along with increased production have contributed to
expansion in the subjects for collective bargaining.
19
iv. The liberal and sympathetic attitude evident in the decisions of the
courts and legislative enactments has also favoured this expansion.
The subject matter covered by the contract generally varies with the maturity
of the bargaining relationship between the two parties.
As the bargaining relationship matures and the two parties grow in mutual
trust and confidence, the agreement acts as a framework for peaceful
settlement of day-to-day disputes. And when new contracts are negotiated,
additional subjects are brought under collective bargaining.
The contract provisions may be divided into four categories: union
security, worker security, economic factors, and management protection.
The contract, in the first section, contains the names of the parties
to the contract, which recognizes the union as the representative of the
employees. Usually, the union is the exclusive representative. Then it contains
a union security clause, which means the extent to which the contract protects
the union in holding its membership. The union security clause may vary from
mere recognition at one extreme to the ‘closed shop’ at the other. In many
contract a “check off” clause is also included, which requires the employer to
deduct the union dues from the employee’s pay and forward them directly to
the union. The worker security clause provides for seniority protection,
covering promotion, job assignment, and lay-off. The economic items include
wages and fringe benefits. The contract often includes clause which offer
prerogatives to the management, that is, the right of management to make
decisions without first conferring with the union. The management exercises
unilateral authority within the area covered by the prerogatives; the other
decisions must be jointly made with the union. In some cases, the provisions
state all things not covered by the contract are reserved for management
20
authority. In other cases the provisions spell out the areas in which decisions
may be made by the management without first conferring with the union. For
example, the following may be specifically reserved: number of employees,
nature of goods to be produced, price of final product, location of new plants,
dividend policy, accounting and financial techniques, etc. in other areas the
management may initiate action; but the contract grants the union the right to
file a grievance if it believes the action is unjust. Typical areas in which
prerogatives are exercised in this fashion are: scheduling production,
introducing new production methods, and setting pay scales for new jobs.
Lastly, it includes the clause relating the procedures of union-management
relations and the grievance procedure. Although not always done, it is better
to definitely state the duration of the agreement in one of its clauses.
The National Institute of Personnel Management suggests that the following
facts should be included in a collective agreement:
1. The purpose of the agreement, its scope, and the definition of
important terms.
2. The rights and responsibilities of the management and of the trade
union.
3. Wages, bonus, production norms, leave, retiring benefits, and
other benefits and terms and conditions of service.
4. Grievance redressal procedure.
5. Methods of, and machinery for, the settlement of possible future
disputes.
6. A termination clause.
A cursory glance at the agreement reveals that the issues covered under
agreements can be grouped in three categories: viz.
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a) Employment and working conditions.
b) Labour welfare, labour recruitment and management matters.
c) Organizational matters.
The first two which cover wages, bonus, D.A., retirement benefits, working
hours, holidays with leave, supply of subsidized items like food, transport,
housing, etc., are worker-interest oriented.
The last category comprising union recognition, exclusive
bargaining rights, check-off schemes, worker’s participation in management,
etc., are union-interest oriented matters.
Some conflict of interest may apparently be involved in these
categories but in the final analysis gains of the union may reinforce the gains of
workers. Similarly, gains which satisfy the current worker-oriented demands
may strengthen the union by promoting worker-loyalty.
It should, however, be noted that the issues of negotiation and
agreement through collective bargaining include not only wage rates, but also
terms and methods of compensation for overtime works and allowances for
dead work; hours of works and numbers of paid holidays; call-in-pay, paid sick
leave; production norms, technical practices, standards of performance to test
the competence of workers; allowance for fatigue; hiring, firing, promotion,
lay-off, dismissal and retrenchment; rationalization, productivity and
participation in trade union activities; the worker’s rights and privileges;
recognition of trade unions; employment injuries, i.e., measures to be taken
for the protection of life and limbs of employees; bonus for dangerous and
unhealthy works; pension; disciplinary proceedings, grievance procedure,
worker’s participation in management; gratuity and provident fund; the right
of management to discipline workers; ways of handling materials; fines for
infraction of rules; trade union security; machinery for settlement for disputes;
22
and many more subjects. Management and trade unions sometimes
cooperative with each other in developing a job evaluation system which
facilitates the fixing of wage rates in an undertaking for different categories of
workers on the basis of the duties performed by them. In the United States,
Sweden and Italy, collective bargaining provides for consultation with the
representatives of workers prior to the introduction of new production
methods or prior to collective dismissals effected for economic considerations.
It is obvious from the foregoing discussion that collective
bargaining covers negotiation, administration, interpretation and application of
written agreements between employers and trade unions representing the
employees, and indicates the policies and procedures which shall govern the
determination and/or fixation of wages, rates of pay, hours of work and other
conditions of employment.
In the United States, Great Britain, Germany, Italy, Norway,
Sweden and Switzerland, the contents of collective bargaining agreement are
solely determined by the parties themselves. While framing an agreement, the
fact that is to be taken into consideration is that the conditions of employment
do not fall below a particular standard and that they are not inconsistent with
the legal provisions enacted for the purpose. In some Latin American
countries- for example, in Brazil, Columbia and Ecuador-agreements must
necessarily deal with such items as wages, hours of work, rest periods,
holidays, and the duration of an agreement and the procedure to be adopted
for its extension. Other items may be included in collective bargaining
agreements provided that they are not contrary to the laws in force. In
Canada, these agreements contain the procedures that have to be adopted for
the settlement of disputes and the redressal of grievances.
23
Areas covered by agreements reported by EFI survey 1963
No. of agreementsNo. of units
First Current136% 275%117% 162%
1. Wages, DA & BonusWages, salary scales 69 57Revision of wages/workloads 01 08DA 41 40Bonus 49 37Incentive wages/bonus 04 122. Other cash allowancesOvertime (OT) 13 14Acting officiating allowance 04 08Shift allowance 04 11Tiffin allowance 03 11Travelling allowance 04 03Duty allowance 03 04Outstation allowance 01 03
SOURCE: The Employers’ Federation of India, Collective Bargaining: A Survey of
practices and procedures, Monograph no. 8, Bombay, 1966.
The EFI studies show that out of 109 agreements, 96 had to do with
wages. The EFI survey conducted in 1963 drew the following conclusion
regarding collective bargaining. plant-level bargaining is the common practice
in manufacturing and commercial establishments whereas industry-wise
bargaining occurs in plantation and textile industry. The labour bureau data
(though not complete) also shows the same trend, i.e. that wages and
components relating to pay packet from a large percentage of the collective
agreements reached in the central sphere.
24
Subjects covered by the collective agreements of the EFI survey 1969
Subjects No. of agreementsWages 96Dearness allowance (DA) 59Tiffin allowance 20Canteens 19Retirement benefits 53Bonus 50Annual leave 40Paid holidays 36Casual leave 26Job classification 26Overtime (OT) 25Incentives 23Shift allowance 22Acting allowance 22Medical benefit 19Grievance 14Work study 13Fresh supply of milk 13Housing 12Promotion 12Rationalization 11Accident benefit 11Permanency 10Joint consultation 09Sick leave 09
SOURCE: The Employers’ Federation of India, Collective Agreements, Trends in
the Sixties, Monograph No. 15, Bombay, 1971.
25
FORMS OF COLLECTIVE BARGAINING
At the outset, it should be stated that there is a great deal of variation in
collective bargaining practices-ranging from an informal oral agreement to a
very formal and detailed agreement. The explanation of this variation is
indicated in the words of Kennedy. “In a mixed private-public economy
characterized by a great variety of industries, ranging from plantation to,
electronomics, technologies and managerial attitudes ranging from obsolete to
very modern, and unevenly developed, politically divided but pre-dominantly
weak labour movement and a framework of policy that does little to mould
orderly relations, it stands to reason that union-employer relations will also
show large variation in kind and quality.”
Further, what is alarming is not so much the diversity in collective
bargaining practices as the underdeveloped nature of the collective bargaining
process. Collective bargaining, in the strict sense of the term, is understood to
be the process of a positive give-and-take between workers and the
employers. The spirit of give-and-take and a sense of mutuality and trust
should underlie the bargaining process throughout its course. However, in
practice, collective bargaining, by and large, follows only when confrontation
takes place between the union and the management, making it appears as a
form of conflict-a way to present workers’ demand and to obtain employer’s
compliance with such demands. What is expected under a strict collective
bargaining situation is the starting of negotiations before or immediately after
the expiry of the contract agreement. But, in most cases, negotiations start
26
after a labour relations situation has developed. Moreover, collective
bargaining has emerged as part of the struggle against employers. However,
broadly speaking, collective bargaining may assume the following forms:
i. It may be single plant bargaining. That is, bargaining may be
between management and a single trade union. This type of
collective bargaining prevails in the United States and India.
ii. It may be multiple plant bargaining. That is, bargaining may be
between a single factory or establishment having several plants and
the workers employed in all the plants.
iii. It may be a multiple employer bargaining. That is, bargaining
between all the trade unions of workers in the same industry through
their federal organizations, and the employers’ federation. This is
possible both at the local and regional levels and is generally resorted
to in the textile industry.
In India, collective bargaining has been classified under four categories. These
are:
I. Agreement which are negotiated by officers during the course of
conciliation proceedings and are called settlements under the
industrial disputes act.
II. Agreements which are concluded by the parties themselves without
reference to a board of conciliation and are signed by them. Copies of
such agreements, however, are sent to appropriate governments and
to conciliation officers.
III. Agreements which are negotiated by the parties on a voluntary basis
when disputes are sub judice and which are later submitted to
industrial tribunals, labour courts or labour arbitrators for
27
incorporation into the documents as parts of awards. These are
known as consent awards.
(These three types of agreements are, strictly speaking, memoranda
of settlements, are binding on the parties under the provisions of the
industrial disputes act.)
IV. Agreements which are drawn up after direct negotiation between
labour and management and are purely voluntary in character. These
depend for their enforcement on moral force and on the goodwill and
cooperation of the parties.
COLLECTIVE BARGAINING IN INDIAIt was started in the first five-year plan: “Although collective bargaining, as it is
known and practiced, is virtually unknown in India, as a matter of principle, it
was accepted for usage in union-management relations by the state. The
endeavour of the state has all along been to encourage mutual settlements,
collective bargaining and voluntary arbitration to the utmost extent, and
thereby reduce to the minimum the number of occasions for its intervention.
The workers’ right of association, organization and collective bargaining is to
be accepted without reservation as the fundamental basis of mutually
satisfactory relationship.”
However, because of imperatives of political and economic
factors, the state was not prepared to encourage voluntary negotiations and
the resulting show of strength by the two parties. It, therefore, armed itself
with legal powers which enabled it to refer disputes to an arbitrator or an
adjudicator in the event of a failure on the part of labour and management to
28
reach a mutually acceptable agreement. Many labour leaders, however, were
opposed to compulsory arbitration, for they believed that would distort the
picture of industrial relations in India. Giri expressed his views on this point at
the Indian labour conference held in 1952. “Compulsory arbitration,” he
declared, “has cut at the very roots of trade union organisation. If the workers
find that their interests are best promoted only by combining, no greater urge
is needed to forge a bond of strength and unity among them. But compulsory
arbitration sees to it that such a bond is forged. It stand there as a policeman
looking out for signs of discontent, and at the slightest provocation, takes the
parties to the court for a dose of costly and not wholly satisfactory justice. But
the moment the back of the policeman is turned, the parties grow red in the
face with redoubled determination, and the whole cycle of litigation starts
again. Let the trade unions become strong and self reliant, and learn to get on
without the assistance of the policeman. They will then know how to organize
themselves, and get what they want through their own strength and resources.
It may be that until the parties have learnt the technique of collective
bargaining, there would be some unnecessary trials of strength. But whatever
heard of a man learning to swim without swallowing some gulps of water?”
Despite this controversy, however, collective bargaining is
introduced in India for the first time in 1952; and it gradually acquired
importance and significance in the following years. Though information on the
growth of the collective bargaining process is somewhat meager, the data
released by the Labour Bureau show that the practice of determining the rates
of wages and conditions of employment through collective agreement has
spread to most of major segments of the national economy. In this connection,
the National Commission on Labour has this to say: “Most of the collective
bargaining (agreements) has been at the plant level, though in important
29
textile centre like Bombay and Ahmedabad, industry levels agreement have
been (fairly) common. Such agreements are also to be found in the plantations
industry in the south and in Assam, and in the coal industry. Apart from these,
in new industries-chemicals, petroleum, oil refining and distribution,
aluminium and electrical equipment, automobile repairing-the arrangements
for the settlement of disputes through voluntary agreements have become
common in recent years. In the ports and docks, collective agreement have
been the rule at the individual centres. On certain matters affecting all the
ports, All-India agreements have been reached. In the banking industry, after a
series of awards, employers and unions have, in the recent years, come closer
to reach collective agreements. The banking industry has an excellent record of
bipartite relations. In the Life Insurance Corporation, with the exception of the
employer’s decision to introduce automation which has disturbed industrial
harmony in some centres, there has been a fair measure of discussion across
the table by the parties for the settlement of disputes.”
Though no concrete data are at hand to decipher the status of
collective bargaining in the country, yet the stray information in this regard is
good enough to sense the emerging trends. Table below throws light in this
regard.
Status of collective bargaining in India (1988-91)
Year No. of agreements
Monetary welfare
Issues & health
personnel
1988 959 225 74 620
1989 961 164 44 733
1990 886 243 104 766
30
1991 787 205 108 670
Source: “Collective Bargaining and Industrial Relations Are No Longer A Way
Street” Financial Express, July 3, 1993.
On the basis of aforecited information it can deduced that the “personnel”
factors accounted for the maximum number of agreements, followed by
monetary issues, it is worth nothing that the “health and welfare” matters are
given due importance in the bargaining agreements.
Recent Trends in Collective Bargaining The bargaining strategies of Indian trade unions over the last one decade or so
have undergone a gradual but definite change. Currently, the discussions on
bargaining table no more centres round “traditional issues” like wages, D.A.,
employment conditions etc. but on “non-traditional issues” like additional and
better welfare facilities, fringe benefits. It is presumably due to reasons like:
A. The industries where the bargaining is in vogue the workers are fairly
compensated monetarily and otherwise. Here also the working class is
well aware of its role in industry. Under such circumstances when the
workers’ economic needs are adequately industry. Under such
circumstances when the workers’ economic needs are adequately
satisfied, the union representative hardly brings such issues in the
bargaining sessions.
B. With the entry of MNCs in country who are better pay masters in
comparison to their Indian counterparts, the latter too, with a view to
check the flight of workers to greener pastures, have started paying
better pay packets and lucrative facilities to its workers. So now instead
dealing with traditional issues, the collective bargaining discussion
31
normally surrounds more important issues like modernization and
employment conditions, productivity, management of charge etc.
C. The employers are willing to concede the demands of higher benefits
(fringe benefits & welfare amenities) as most of them do not call for
direct or indirect financial involvement.
A few common items that have become part and parcel of collective
bargaining agenda of enlightened industries are listed below.
(1) House Rent Allowance (H.R.A.)
On the recommendations of the fourth pay commission, all the Government
employees are getting fixed H.R.A. on the basis of category of city where they
reside. Since then in the most of private undertaking, employees too bargain
over this issue. In cases where an agreement is reached in this regard, H.R.A.
becomes a part and parcel of the pay packets of its employees. In most of the
industries as per agreement a fixed amount is paid to employees as H.R.A. It is
interesting to note that in certain electronics, chemical and the petro-chemical
industries, the amount of H.R.A. paid to employees ranges between 5 to 25
percent of basic wages.
(2) Leave Travel Concession (L.T.C.)
This facility has its origin in the remunerative practices of central Government
undertakings which happen to be tax free benefit. So looking to the
motivational impetus of this practice, it too has been adopted in most of the
private undertakings. The details of such benefit are decided at the collective
bargaining meetings; generally workers are paid one or one and half month
32
salary, which they can utilize with ten or fifteen days privilege leave for travel.
In case if the employee is not willing to enjoy the L.T.C. amount in cash.
(3) Educational Allowance
The fourth pay commission has made a specific reference to payment of
educational allowance for the children of employees. In cases where such
facility is not available, employee can bargain over it. This allowance generally
covers the cost of tuition fee, books, uniform etc.
A study on various numbers of agreements on collective
bargaining concluded in India prior to privatization between employers and
employees has brought to light certain trends in collective bargaining. Some of
these are:
a) Agreements are mostly unit-wise agreements, though some are
industry-wise; for example, the agreements enter into by the textile
industries in Bombay and Ahmedabad.
b) The scope of agreements has been widening and now includes matters
relating to bonus, productivity, modernization, standing orders,
voluntary arbitration, incentive schemes, and job evaluation, medical
expenses for self and family.
c) Long-term agreements, covering a period which ranges between 2
years and 5 years, are on the increase.
d) The number of agreements entered into each year has been on the
increase.
e) Joint consultation in various forms has been provided for in a number
of agreements.
f) Collective bargaining has proved to be feasible and effective.
33
Statement showing the number of collective bargaining agreements
registered (P)
MONTH/year
1982 1981 1980 1979 1978 1977 1976 1975 1974
Jan. 73 102 87 65 31Feb. 66 91Mar. 69 60 71 36April 83 80 65 30May 63 70 52 58June 70 63 72 59 43July 65 93 116 86 66 88Aug. 51 72 111 77 120 84 86Sept. 66 59 93 93 68 110 98Oct. 98 64 94 80 76 51Nov. 76 45 70 47 52Dec. 39 78 58 61 85 56Total 819 877 222 603 61 458 688 343
SOURCE: various issues of Indian Labour Journal, published by Labour Bureau,
Ministry of Labour, Government of India, Simla.
(P) Provisional
Information received quarterly in the Bureau from the central and state
industrial relations machinery in respect of settlements/agreements arrived at
between various managements and their workmen represented by their unions
through bipartite regulation as conciliation by the central/state industrial
relations machinery.
34
The National Commission on Labour on Collective
Bargaining
The recommendations of the 1st National Commission on Labour (1969) on
Collective bargaining are reproduced below:
1) In the absence of arrangements for statutory recognition of unions
except in some states and provisions which required employers and
workers to bargain in ‘good faith’, it is no surprise that reaching of
collective agreements has not made much headway in our country.
Nonetheless, the record of collective agreements has not been as
unsatisfactory as it is popularly believed. Its extension to a wider area is
certainly desirable.
2) There is a case for shift in emphasis and increasingly greater scope for
and reliance on collective bargaining. Any sudden change replacing
adjudication by a system of collective bargaining is neither called for nor
is practicable the process has to be gradual. A beginning has to made in
the move towards collective bargaining by declaring that it will acquired
primacy in the procedure of settling industrial disputes.
3) Conditions have to be created to promote collective bargaining. The
most important amount them is statutory recognition of a
representative union as the sole bargaining agent. The place with
strikes/lockouts should have in the overall scheme of industrial relations
needs to be defined; collective bargaining cannot exist without the right
to strike or lockouts.
35
CONCLUSIONNot only is there little genuine voluntary collective bargaining in Indian
history, but that little is at an early stage of development. Whatever
collective bargaining emerged initially has been purely a matter between
the plant-level union and the plant management. The negotiations
either at the state or at the industry level are yet not frequent. The
collective bargaining has not decentralized beyond the plant level
because craft unions are absent. There are three important reasons as to
why collective bargaining has not gone beyond the plant-level: (a) The
varying sizes of the plants forms and the consequent dissimilarities in
productiveness and technologies which do not permit uniform
employment conditions; (b) The absence of homogeneous labour
market owing to lack of uniform skills and pattern of training which does
not promote free mobility of labour market owing to lack of uniform
skills and pattern of training which does not promote free mobility of
labour show that uniform employment conditions could be evolved for
the industry as a whole; and (c) The plant union leadership which at
present enjoys enormous powers and faces prospects of political climb is
reluctant to get integrated into an industry-wise union where its powers
are likely to be restricted.
36
37
METHODOLOGY
38
Methodology adopted for the study of collective bargaining.
INTRODUCTION.
The study on the topic “collective bargaining” in industry is a vital factor
and of great significance today to the industrial managements, industrial
workers and their trade unions, the government and the nation as a
whole.
Since the industrial society and its study in a wider sense
comes under ‘industrial sociology’ (which is a separate discipline of
sociology) the social survey system of research has been adopted to the
problem of “collective bargaining” by the researcher, it is the study of a
big group of our society Which is engaged in industrial production
processes. In other words, it can be termed as the study of human
attitudes and behavior towards the problem of settling the grievances
and industrial disputes through mutual negotiations or through tripartite
machineries appointed by the government to achieve the desired
objectives and goals of the whole industrial society engaged in the
processes of production. This brings light on the industrial, economical,
social, political and other aspects of the people engaged in industrial
undertakings.
According to A.F. WELLS “social survey is fact finding study
dealing chiefly with working class, poverty and with the nature and
problems of a community.” According to BURGESS “A social survey of a
community is the scientific study of its conditions and needs for the
purpose of presenting a constructive program of social advance.” The
subject matter of social research is divided into the following three parts
39
1) fundamental research 2) applied social research 3) quasi social
research
1) FUNDAMENTAL RESEARCH
This follows the fundamental principles of sociology. This is conducted
for the verification of some old theories or for establishment of a new
one in comparison with the old ones. This also becomes necessary when
new problems and situations arise in the society and when old theory
fails to solve the problems of a new situation. The dynamic character of
social phenomena wants that the old theory should be tested constantly
in the light of new problems and necessary modification may be made in
them in order to make them proper and correct.
2) APPLIED RESEARCH
It deals with the possibilities of applying fundamental research to the
social problems. Therefore, it is the obligation of social therapy or
engineering. Ex. Study of the pattern of leadership in a community.
Generally it takes the form of social surveys. The difference between
these two is that while fundamental research as the fundamental
principles to guide the working of human society, the applied research
attends to immediate problems.
3) QUASI SOCIAL RESEARCH
Socio-economic socio-psychological research etc. comes under this
category difference being the subject matter.
RESEARCH METHODOLOGY
40
The following techniques have been used throughout this study of the
project report on “collective bargaining” in Uranium Corporation of India
limited. Jaduguda.
a) Observation.
b) Schedule.
c) Interview.
d) Questionnaire.
e) Group study & individual study.
f) Secondary data.
A) Observation
This is the oldest form of scientific research. These are divided into two types
1) non-participative. 2) Participative. When the observer participates with the
activities of the group under study it is called participative observation, so a
participant observer makes himself a part of the group under. Non
participative observation is that in which the observer does not take part, but
observe the activities simply. It is extremely difficult to study actually the
activities of the group without participant observation. In this case the
participant observations only have been used by participant observation many
of the activities of the collective bargaining group particularly between the
management and the union could be come across.
B) Schedule
These are of four kinds.
1) Observations schedule. 2) Rating schedule 3) Document schedule 4)
Interview schedule.
Here the interview schedule has been used wherever it was not possible
to get the questionnaire forms filled by the respondents due to the illiteracy
among the workmen of the organisation. These schedules contain standard
41
questions that the interviewer has to ask a blank table that is to be filled up
after receiving information from the respondents.
C) Interview
The interview is a systematic method by which a person enters more or less
imaginatively into the inner life and the difficulties of a comparative stranger.
During the research period interviews were conducted with the workers of the
organizational member of the trade unions and officers belonging to both
technical and non-technical groups regarding the relevant information
required about the organisation.
In this way information were secured by meeting them personally. But
the time allotted for preparation of project report being short, made the job
difficult. However with continued effort and due to the kind hearted
cooperation extended by the management, workers and the trade union
representatives and office bearers the project report could be completed in
time.
D) questionnaire
This contained a series of relevant questions in order to collect objectives,
quantitative data and information of a qualitative nature regarding the working
of the collective bargaining machinery, it progress, problems and suggestions
for improvements etc. for this the investigator prepared a purposive sample
plan. 50 workers were selected and interviewed through questionnaire. The
literate workers were kind enough to fill up the form and returned. The
illiterate workers gave the relevant information during their rest hours and the
forms were filled up personally. Apart from this the management of UCIL was
kind enough to give the relevant information required to complete the project
report whenever they were approached. Some of the union officials of labour
42
union representing the maximum workers also helped to gather requisites
information.
E) Group interview
Two or more person has also been interviewed at the same time. It takes less
time. In these cases the group psychology principles were strictly follows.
Problems connected with the group only asked and conducted due to the
possibilities of injurious.
F) Secondary data
Some books and journals and other literature were referred on the subject
published by different sources to collect the required information about the
collective bargaining.
43
URANIUM CORPORATION OF INDIA LIMITED
44
LOCATION
Uranium corporation of India ltd a public sector undertaking under the
administration control of the department of atomic energy with the
headquarter at Jaduguda is located at Tata mosaboni road via Sundernagar & 5
km from Rakha mines railways station of south eastern railways in the East
Singhbhum district of Jharkhand .
The geographical location of Jaduguda is as jungle remotely located.
But conversely Jaduguda is a model habitat providing a all civic amenities like
well laid houses, bank, post office telecommunication system with cellular
networking club, community centre, large play ground, school hospital,
shopping center, co-operative store, uninterrupted power supply, Rail and
Road communication system and perennial supply of chemically purified
water.
HISTORICAL GROWTH
With the formation of atomic power program in the context of power
requirement of the country with regard to the availability of the various type
of energy resources. The important of Uranium assumed a considerable
significance. For the first phase of atomic power program the natural Uranium
was selected as the nuclear fuel. Therefore there was in imperative need to
locate Uranium ore deposits in the country so that the requirement of strategic
mineral could meet indigenously.
Occurrence of Uranium minerals in the famous Singhbhum copper belt was
known since 1937. In 1955, a team of geologist was assigned specific task of
closely examining the 160 km long Singhbhum copper belt to locate the
45
presence of Uranium mineralization and other radioactive minerals. The team
after conducting expensive exploration work. Located several occurrence one
of these occurrence was at Jaduguda. It was discovered in 1950. The detail of
prospective and exploratory mining was done by the atomic mineral division of
the department of atomic energy prospecting and investigations works were
going on simultaneously and to speed up the mining work Jaduguda project
was separated from the atomic mineral division of the country on 8th dec1961.
subsequently in order to process the uranium ore extracted of India decided
to set up processing plant at Jaduguda the work for installation of the
processing plant was entrusted to m/s Indian rare earth limited, a detailed
project report was prepared in sep 1962 and the construction of the
processing plant mill was undertaking by the Uranium mill project in
February,1963 the flow sheet and design of the Uranium processing plant
prepared by engineers and scientist of BARC, Bombay which was
commissioned in may 1968. It was capable of processing a thousand tons of
Uranium ore per day, subsequently a public sector undertaking.
In the name of Uranium corporation of India limited was formed on
4th October 1967 after amalgamation of the Jaduguda mines project and
Jaduguda Uranium mill project.
The Uranium processing mill commenced commercial production in
may 1968 after UCIL came to stay and on the basis of the experience gained
and researches made, a decision was taken to set up Uranium recovering plant
to develops & establish the technology in recovering low Uranium values from
the copper tailing of the copper concentrating plant of M/S Indian copper
complex/Hindustan copper limited on the southern bank of Subarnarekha
river.
46
Earlier the waste known as tiling was disposed in the river by M/S ICC. The
Surda uranium recovery plant was set up and & minerals concentrate was
deposited to Jaduguda Uranium mills for further processing. But with the
closure of various units of Hindustan Copper limited & inadequate recovery of
copper tailing from its plant the above recovery plant had to be abandoned.
Uranium ore of Jaduguda contains small amount of copper, Nickel,
Molybdenum Magnetite, Limenite mortile, vranitite, Tutile , Chalcopyrite,
Pyrrhotile, Marcasite, Pyrite, Machinawite, Pentlandite, Viotarite,
Tellurbuismuth, Tetradymite, Cubanite & Molybdenite. Studies made by UCIL
& Bhabha Atomic Research Centre (BARC) explored the possibility of the
recovering these materials as by product without affecting the Uranium
recovery. The recovered by products having marketability are disposed off in
the open market. In addition to mine & mill division the corporation also run
various other technical & non-technical department viz-Control, Research &
Development department stores & purchase department, personnel &
administration department.
There is no separate sales dept. in the organization as
because the ultimate products of the company i.e. Magnesium –Di-Urinate
(U308) is totally acquired by the Govt. of India & cannot be sold in open
market. As per the stipulation laid down in the Atomic Energy Act .Thus, the
Uranium Corporation of India Ltd. Jaduguda is strategically important.
Establishment is at the forefront of nuclear energy programmed of the Govt. In
other words it can be said that UCIL is the sub agency undertaking commercial
scale exploitation of country’s uranium resources.
47
REQUIREMENT OF NUCLEAR ENERGY IN INDIA’S CONTEXT
Electricity is the most important predictable requirement for development in
today’s industrial world, particularly in India, which is the largest democracy
with nearly one-sixth of world population with low per capita income. Our per
capita consumption of electricity is a mere 487 units compared to
corresponding figure of about 10,000 units in OECD countries. The central
electric authority of India, which undertakes periodic projections of energy
requirements, has estimated that the energy need of the country will record a
steep increase from 529,014 million units in 2001-02 to 1,317,644 million units
in 2016-17. The installed capacity as on 31st march 2001 is a mere 101,150
MW. Energy is the engine for empowerment and growth. Availability of energy
leads to enhanced livelihood and better amenities. With the issue of
sustainability in mind, it is possible only the energy supply becomes abundant
and within the rich of all. It will be appropriate to quote to Dr. Bhabha’s
famous expression “No power is more expensive than no power. “ this calls
for a close examination of fuel resource position for energy in our country.
India has a reasonable coal reserve, which is concentrated in north-central part
of the country, whereas the load centre are spreads all over. Considering the
major role to be played by coal fired thermal station in coming years to meet
the estimated need of electricity for the projected growth of population, the
coal reserves is expected to last about 75 years. Besides the problem of
transportation of large amount of coal to different parts of the country,
environmental problems related to disposal of ash, emission of green house
gases and acid rains complicate the scenario. Similarly, the inadequate reserve
of oil and gas in our country has very limited scope to meet the long-term
energy requirement. Importing oil on a sustainable to generate electricity is
48
also not very encouraging because of complex geo-political reasons. Tapping
the potential of hydro-power is limited to geographically suitable sites and
entirely depends on good rainfall year after year. The social problem related to
the replacement of vast population to construct a large catchment area of the
water reservoir is not very encouraging too. Non- conventional sources like
solar, biomass and wind to play useful role as distributed sources to meet the
demand at small load point. But these, at the present level of technological
development cannot be conceived as noteworthy sources of energy specially
when there is a significant demographic shift indicating continual growth of
urban population. The importance of uranium as a source of energy can be
realized from the fact that a single gram of U235 or complete fission releases
an energy of one megawatt per day is equivalent to about 1,40,000 tones of
coal. Therefore, to ensure long-term availability of energy, India has to look for
other sources. It is worth to consider the power of atom. Enormous potential
of generating electricity from the atomic minerals like uranium and thorium
holds the promise for the future of our country. India has modest reserve of
uranium and abundant reserve of thorium (as shown in the map hereinafter).
In order to tap this vast potential of thorium to generate electricity on a
sustainable basis, nuclear power programmer of our country is very
strategically formulated. In its noble mission to serve the country, the
Department of Atomic Energy has gone far ahead in demonstrating scientific
and technological superiority over many advanced countries.
49
The Department now enters into its glorious 50th year and its services to the
nation in different fronts like power, Health care, water management, food
preservation environmental protection, National security, Technology
development, Industry, etc. has made every Indian proud in all corners of the
world. The diverse use nuclear energy can be indicated in the following
diagram:-
UCIL’S OPRRATIONS
(A) JADUGODA MINE: It has the destination of being the first Uranium mine of
the country where mining operation began in 1967 &was established with
commissioning of a shift with tower mounded friction winder a technical mill
stove for the mining industry in India. The mine is accessed by a 5m diameter
vertical shaft with a total depth of 640 m. The shaft is through set concrete
50
ATOM
IC
ENERG
Y
ELECTRICITY
HEALTH
WATER
INDUSTRY
FOOD
ENVIRONMENT
TECHNOLOGY
NATIONAL SECURITY
lined & has a cage & a skip with their counterweights. The cage accommodates
50 people & the skip has a capacity of hosting 5 tons of ore at a time. This shaft
also is the main ventilation intake besides it provides service lines such as
compressed air & water pipe line, communication & power cable etc.
Mine is well ventilated by boundary ventilation layout & horizontal
cut & fill method is followed for stopping. The ore is transferred to the
adjacent process plant by conveyor & the mill tailing is used conveyor & the
mill tailing is used to fill. The main shaft caters up to a depth of 55m & an
auxiliary shaft up to 950m depth was sunk to mine ore from deeper levels. This
mine has many first in term of technology development & absorption from
across the globe. It has created a large skill base for mining industry in general
& uranium mining in particular. There is total 1148 manpower employed in this
mine.
(B) BHATIN MINE: It is located a distance of 5 km from Jaduguda & share
much of the infrastructure of Jaduguda. Mining of this small deposit illustrates
UCIL’s commitment to optimally utilize country source minimum resources.
Bhatin mine was commissioned during the year 1987 & has been planned up to
a depth of 250 m the total manpower in this mine is 239.
(C) NARWAPAHAR MINE: It is another addition to UCIL’s operating mines 7
was commission I April 1995. This is the most modern mine in the country with
a decline access to underground & ramp access to the strips. This permits use
of large diesel powered underground equipments to be used giving high
productivity eliminating fatigue of workers & providing a good working
environment unparalleled in Indian in Indian mining industry . The total
manpower employed in this mine is 1184 .
51
(D) TURAMDIH MINE: It is about 23km west of Jaduguda & one body is
reticular in shape occurring a several discrete lenses. The mine was
commissioned on 30th September 2003. The total manpower in this mine is
283.
(E) BAGJATA MINE: This mine has been commissioned at 70% capacity on 1 st
December 2008. The mine uses trackless equipments like drill jumbo, LHDs,
etc. A vertical shaft up to a depth of 375m has been sunk. The mine is expected
to reach its full capacity during 2009-10.
(F) BANDUHURANG OPEN CAST MINE: It is the first opencast Uranium mine of
the country and was commissioned in January 2009 with a capacity to produce
3500 tpd ore.
(H) PROCESSING PLANT (MILL) : The ore mined from such units is presently
processed in the centralized processing plant (mill) located close to Jaduguda
Mines. Uranium is extracted from ore in the Jaduguda mill by hydro-
metallurgical process. This mill has been expended twice since it’s
commissioning in 1968 to process additional ore from Bhatin & Narwapahar
mines. The original installed capacity of this mill was 1000 ton/day & was
subsequently enhanced to 1300 ton/day. This mill was further expanded
during the year 1996 to process 2090 ton/day. The total workforce developed
for this purpose is 827.
52
(I) TAILINGS TREATMENT & DISPOSAL : Two type of waste are generated in
Uranium ore processing. Liquor depleted in Uranium from ion exchange unit
after Uranium recovery & filtered solids depleted in Uranium from filtration
of leached slurry. Both are neutralized with lime stone & lime slurry to
precipitate remaining radionuclide along with heavy metals manganese Iron,
Copper etc. The neutralized slurry is classified & coarse fractions are pumped
back to the mines for back filling the voids. The fine particles are pimped to
telling pond, where slime settles & clear liquor is sent to effluent treatment
plant for further re-treatment.
(J) EFFLUENT RE-TREATMENT & TECLAMATION : UCIL has implemented a
composite scheme for reclamation of water & effluent re-treatment to make
the final discharge effluent environmentally benign.
(K) CONTROL RESARCH & DEVELOPMENT LABORATORY : A fully fledged
control, research & development laboratory with sound infrastructure
monitors the process parameters for the recovery of Uranium & by-product
from Uranium ore. Efforts continue to improve further process efficiency. It
caters the testing requirement of raw material maintaining of loco exhaust in
the mine air.
(L) PILOT PLANT: A technology demonstration pilot plant has been
Commissioned in Nov. 2002 at Jaduguda mill premises. This plant has the
comprehensive facility for Uranium ore processing, mechanized crusher house
grinding classification circuit, acid/alkali leaching tanks, ion-exchanged/solvent
extraction activities, tailing neutralization & disposal system with the provision
to study the recovery of by product, with the commissioning of this pilot plant,
53
it is now possible to optimize various process parameter & establish the techno
–economic feasibility.
(M) BY PRODUCT PLANTS : The company has always kept mineral conservation
as its prime consideration. It has put in lot of research & development efforts
to recover the small quantities of cu, Ni, Mo, Sulphide present in the Jaduguda
ore. To recover the magnetite contained in the ore, a magnetite plant was
commissioned in the year 1974 .The magnetite recovered is supplied to coal
wateriest for benefaction of coal.
(N) RADIOLOGICAL & ENVIRONMENT SAFTEY : Health physics unit cum-
environmental surveillance laboratory of environment assessment division
Bhabha Atomic research centre carries out-in-plant & environmental
surveillance of all the UCIL units to evaluate & ensure overall safety in
accordance with the standards prescribed by the national & international
regulatory bodies .
(O) NEW PROJECT OF UCIL : In order to meet the increased demand of nuclear
energy of the country UCIL being the sole producer of U3O8, has undertaken
following plans to expand its activities in east Singhbhum of Jharkhand & also
taken up few sites in other part of the country for constructing of Uranium
mines & processing plants.
Opening an open-cast uranium mine at Banduhurang in Singhbhum east
district of Jharkhand.
Contraction of a processing plant at Turamdih in Singhbhum east of
Jharkhand.
54
Opening an underground mine at Bagjata in Singhbhum east district of
Jharkhand.
Opening an underground mine at Mohuldih in the Seraikela–kharswan
district of Jharkhand.
In addition to above projects above projects the corporation has also taken
up following few sites in other parts of the country for construction of
Uranium mines and processing plants.
Underground Uranium mine & ore processing plant at Lambapur
Peddagatter in Nalgonda district of Andhra Pradesh.
Open-cast uranium mine & ore processing plant at west Khasi Hills
district of Meghalaya.
Underground uranium mine at Gogi in Gulberga district of Karnataka.
Underground uranium mine at Rohi Ghateswar in Rajasthan.
With the UCIL in expansion made it is evident that UCIL is poised for a massive
growth with technological scientific excellence aspiring to progressively
achieve the capability of meeting the entire fuel requirement of the rearrested
generation of nuclear power.
(P) ISO CERTIFICATATION: With the introduction of the international standards
of working practices & their strict compliance, UCIL has now been awarded
with the prestigious ISO-9001:2000 & ISO-KI001 certificates for it quality
management system & environmental management system respectively.
Company is also reported to have initiated steps for obtaining IS-18001
certification for its occupational.
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DEPARMENT OF URANIUM CORPORTION OF INDIA LIMITED
Uranium Corporation of India limited divided into two parts -
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1. TECHNICAL DEPARTMENT IS DIVIDED IN TWO PARTS:
a) Mines division
b) Mill division
MINING DEPARTMENT -
Mining is the process of obtaining mineral from the earth crust and include
both underground and surface working prospecting work of the Uranium ore
at Jaduguda was started on 4th November 1957 by the atomic energy
prospecting work gave a good result and feasibility of the mineral was
ascertained. The work of mining in the prospecting stage included the deep
drilling of bore hole from the surface and the deep of the presence of mineral
was also determined consequent to the decision of exploiting the Uranium
lodes on a commercial scale. It was then decided to sink circular shaft 635m
deep. After preliminary survey for location size, winding capacities and other
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Department of UCIL
Technical Department Non-Technical
Department
technical planning first stage of shaft sinking was commenced in April 1964
after completion of second stage shaft sinking now the depth of the mine is
605 m and finished diameter of the shaft is 5m and it is completely lined.
Mines division of the corporation is headed by the superintendent (mines) and
assisted by mines manager and a team of technically qualified personnel
/scientists like mine surveyor, Geologist, physicists mining, mechanical and
electrical engineers. Superintendent is directly reporting to The Chairman &
Managing Director and other to the superintendent (mines).
Mining work comprises the under –mentioned process-
1. Survey, planning and development
2. Drilling
3. Blasting
4. Timbering
5. Track laying
6. Pipe fitting
7. Mucking
MILL DIVISION:
The atomic energy commission decided in March 1960 to set up a mill at
Jaduguda to concentrate the Uranium ore the design and flow sheet of the mill
was prepared by the engineers and scientists of the Bhabha Atomic Research
Centre (BARC) Bombay, the work for setting up a mill was entrusted to the
Indian rare earth Ltd. After construction, the mill was handed over to the
uranium corporation of India ltd the capacity of mill is to treat a commissioned
for commercial production in may 1968 mill division is headed by the
superintendent (mill) and assisted by the additional superintendent (mill). Mill
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division follows mechanical & electrical & a team of other technically qualified
persons.
The following process followed by the mill department—
PROCESSING
1. Crusting of ore
2. Milling process
3. Leaching process
4. Filtration
a) Drum filter side
b) Pre-coat filter side
c) Ion exchange
d) Pre capitations
e) Press filter
f) Driving plant
g) Tailing disposal
MAGNETITE RECOVERY PLANT
WATER TREATMENT PLANT
SULPHURIC ACID PLANT
SEWAGE TREATMENT PLANT
OUTSIDE CAMPUS PLANT
MAINTANACE AND CIVIL
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2. NON -TECHNICAL DEPARTMENT :
This department is divided into three parts which are follows:-
A. DEPARTMENT OF FINANCE AND ACCOUNTS
All business organization owns their liability to the proprietor or the
shareholder. It the basic duty of the finance department to safe the facility of
the shareholder by whose contribution it exits every business unit must earn a
fair rate of return on investment, which is essential not only for shareholder
point of view but also for the benefits and other adverse affect will follows. So
primarily the account department is concerned with the recording of all the
transaction as an when they take place. The tradition accounting practices and
is known as the management financial accounting. In addition to this it assist
the management in decision making by furnishing them with the require data.
This accounting system is known as the management accounting. Frequently
reports are furnished to the management to draw its attention to important
aspects. The same original data is used for the both financial accounting and
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NON-TECHNICAL
DEPARTMENT
DEPARTMENT OF FINANCE
AND ACCOUNTS
DEPARTMENT OF
PERSONNEL AND
ADMINISTRATION
DEPARTMENT OF
PURCHASE AND STORE
management accounting. On their representation differs. The staffs working in
the finance and account department are well conversant with the rules, order
and instruction issued by the company for smooth function of the department
and accounts manual has been drawn up and outmost care is taken to insured
that.
1. The dues of the company are correctly assessed and promptly released.
2. The appropriate authority sanctions the expenditure of the company for
various activities.
3. The classification of receipts and expenditure are correctly made.
4. All the accounts records are maintained properly.
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Sections of finance and accounts department are as given by chart:
1. SALARY AND ESTABLISHEMENT SECTION : The salary section deals with
all matters connected with pay and allowances of all employees various
recovery advances other related matter connected with payment of
these dues to employee and making recovery of dues to the
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FINANCE AND
ACCOUNTS
DEPARTMENT
FUND SECTIONPRICED STORES
LEDGER
SECTION
DATA PROCESSING
CENTRE (EDP)
INTERNAL
AUDIT SECTION
C.P.FUND AND
GRATUTITY SECTION
SALARY AND ESTABLISMENT
SECTION
PURCHASE ACCOUNT
SECTION
CASH SECTION
WORK ACCOUNT
SECTION
BUDGET AND CASH
SECTION
company .The monthly ay bill and supplementary pay bill are prepared
in data processing center to which all input are furnished by the salary
and establishment section wherever necessary by obtaining same time
from other department section concerned ,for all these purpose of
reparation of wages /salary bill the attendance for each employee is
furnished by time section base on actual attendance from 1st to 20th of
the month and for assumed attendance for the remaining days.
Attendance sheet is use in data processing centre. Salary section obtain
every month from data processing centre a printed. attendance sheet
showing serial no, department code No., name, designation and basic
pay and send this to the time office, mill, mines for furnishing
attendance of each employee. Time section return the attendance sheet
indicating the information under “attendance” leave and total column
to account department (s &e).
2. PURCHASE ACCOUNTS SECTION : This section primarily deal with the
payment of suppliers bill as per purchase order issued by the purchase
department accounting of the related expenditure through material
receipt voucher. All purchase issued by purchase department are kept
in this section in chronological series .After receipt of material receipt
voucher from the store department supplier’s bill are processed and
note of R.V. No. and bill reference etc is kept to avoid double
payment .Bill are passed after the power scrutiny with reference to the
terms of purchase order and sent to the cash section for issue of cheque
to the suppliers .
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3. WORK SECTION: This section is entrusted with checking the estimates
tender, document, Bill and other allied record pertaining to work/job
done departmentally or by outside agencies. The works pertaining to
the following are also done in this section:
Bill of transport contactors.
Telephone /telex bill.
Bills of advertisement issued by the company.
Miscellaneous bill.
Advanced to private agencies and other against collection
of material on job. Order and consignment note for
clearance of material from outstation.
Temporary advanced to the other department, officers for
emergent purchase / job.
Reimbursement of impress account held by different
departments of the company.
Payment of road tax premium on vehicles etc.
Directors sitting fees.
4. BUDGET AND COST SECTION : This section is headed by the Deputy.
Manager (cost) and assist .Account officer and other staffs .A
performance budget is prepared by this section indicating there in
ensuring year based on level of production and other activities planned
during the year. Budget for revenue receipts and expenditure and for
capital expenditure is prepared separately. Approved programmed of
production and related information are obtained from the head of
mines, mill and other departments to prepared revised estimates for
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the current year band budget estimates for the following year. Revised
and budget estimates notes of variation etc. Relevant budget estimates
are approved by the board and sent to the head of the department for
guidance and executive. This section is also entrusted with the works of
preparation of monthly cost sheet for main products and Sulphuric acid
produced by the company master chart of the accounts head are
integrated.
5. CASH SECTION : All receipt of dues to the company and disbursement
on behalf of the company except payment through authorized imprest
holder are handled in cash section .This section is headed by Asst
manager (accounts) and assisted by cashier and as Asst. cashier. All
transactions are recorded in the respective cash book duly supported by
receipt and disbursement voucher which are kept in safe custody of
cahier for proper accounts and audit purpose. Cash section receives
voucher with supporting bill etc from different section of finance and
accounts department and pay to the payees as mentioned in the
respective voucher. All voucher for receipt and payment are numbered
in the cash book and field kept chronologically bank cash book is
maintained by the cashier and imprest payment voucher are sent daily
to EDP section for the preparation of imprest cash book. Monthly
reconciliation of bank cash book statement is done and reconciled.
6. EDP SECTION : This section is entrusted with the work of preparation
of salary statement of the employees, monthly statement and salary
summary. Financial code –wise and cost center –wise. Sundry creditor,
register and ledger monthly material abstract register monthly
65
consumption of store and spares, annual inventory of the company,
maintenance of provident fund account ledger, imprest cash book,
monthly imprest cash summary .Calculation of ex-gratia leave .Ex-gratia
payment and control of festival advance cycle & motor cycle
allowance, food & draught advance of the corporation. All the above
work s done on the basic of master information supplied by the section
concerned .
7. PRICED STOCK LEDGER SECTION : This sectioned is mainly responsible
for pricing of receipt and voucher as per the bill passed by the PAS,
giving correct financial accounts code on each issue voucher before it
passed to the cost section for checking of correctness of cost code
center. Primary work of the section is to maintain the ledger for receipt
and consumption of store and equipment and balance there receipt and
issue voucher are sent to D.P.C for preparation of price store ledger.
Summary of material issued, cost –wise allocation of consumption of
material as well as detailed statement of all the issues for capital work.
8. GENERAL ACCOUNTS SECTION : This section is entrusted with the
compilation of the company and preparation of annual accounts at the
close of financial year which is from 1st April to 31st March of every year.
In addition to the above realization of compensation due on main
product, sale proceeds of the product and other charges from non-UCIL
employee. Payment of electricity bill, sale tax, exercise duty, royalty,
investment of surplus fund of the company maintenance of register for
loan receive from govt. payment of interest their own etc. are also dealt
in this section. For compilation of trading profit and loss accounts and
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balance sheet main and subsidiary book or maintained in the section.
For the compilation of the trading and profit &loss and balance
sheet ,two ledger main and subsidiary are maintain in this section.
Proper posting to each accounts heads are record on the basis of
analysis books for cash transaction and from material abstract register
for material consumption as well as for other income and expenditure
from journal voucher after making entries in the ledger accounts are
reconcile and quarter as well as annual profit and loss accounts and
balance sheet are prepare, audit and placed to the board of director for
approval.
9. INTERNAL AUDIT : This section primarily deals with the review of
accounting and financial matter and also deal with the matter related to
operation and performances. The main objective of the internal audit is
to verify the accuracy and integrity of the financial record and ascertain
that the Polices, plan and accounting procedure laid down by the
organization are faithful implemented. Also that there have been
proper section for acquisition, retirement and disposal of assets of the
company to prevent and detect fraud and verify that the expenditure
are sanctioned and financial decision are taken according to the
delegated power to the various authorizes in the organization .
10.FUND SECTION: This section is under the charges of an accounts officer
and assisted by an asst. officer. The contributory provident fund of the
employees and gratuity fund of the corporation are managed and
administrated by trust in accordance. With the rules framed and trusted
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deed executed. The fund section renders al services to the trust and
maintains relevant as per provision and respective rules. Both the fund
are recognized by the income tax commissioner.
They are :-
UCIL employees contributory provident fund truest
Gratuity fund
(2) DEPARTMENT OF PERSONNEL AND ADMINISTRATION :
Deputy General Manager heads the departments of personnel and chief
personnel manager heads the industrial relation. He is directly responsible to
the Director technical. He is not looking after the work of personnel and
administration, but also entrusted with the welfare amenities of the worker to
run the organization efficiently a good labour manager relationship is require.
In these circumstances, personnel management plays a vital role. This
department is responsible for making relationship between labour and
management. The main are of work of personnel & administration can be
studied as under.
1. MAN POWER :
Manpower is very important for each and every company .Manpower may be
in the form of worker, executives, officer and manager. Without manpower
company cannot run each and every of manpower play a important role in the
company.
2. RECRUITMENT :
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Personnel department is responsible for initiating the process of recruitment in
regard to the vacancies occurred as per policy of the corporation. All the
vacancies are advertised in the newspaper, selection is basically responsibility
of the department head under which the candidate has to work. The screening
of application receive against open advertisement is done by the concerned
head of the department selected candidate are called for the interview by the
personnel department.
3. MEDICAL DEPARTMENT :
Before accepting the joining report of the selected candidate, he has to go for
medical examination by the medical officer of the company. No person is
employed until fitness is obtain from the company’s medical officer or such
medical officer as may be appointed by the company for the purpose
4. TRAINING :
After requirement internal training facilities are provided to the new candidate
selected for the job n the company. After requirement officer are also given
training in the work shop of the different department willing and suitable
workers specially in the mines are also given training in other and after getting
satisfactory training report they are considered for higher post.
5. PROMOTION POLICY AND REQUIREMENT :
When a permanent worker retire resign or death the vacancy so occurs in filled
up from the junior grade workmen consequent or resignation promotion
creation of post and separation the vacancy occurs which is directly dealt in
the central personnel department of the corporation .
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6. LEAVE PROCEDURE :
All the employee of the company is entitled for annual leave with wages as per
leave rules of the company. The following are the types of leave are allowed to
the employees:
Earned leave
Sick leave
Casual leave
7. COMPENSATION :
Compensation is also paid to the employees as per workman compensation
Act, 1923.
8. GENERAL:
The function of the personnel and department is also to maintain service
book and family record of the employee, leave, increment and
establishment matter like disciplinary action and handling of grievances of
the employee of the company.
9. INDUSRTIAL RELATION :
Regarding industrial relation the company seen to have manage well. There
are four unions for the employees.
10. SECURITY ARRANGEMENT:
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For the protection of the company property of well as colony, central
industrial security force (CISF) of the ministry is inducted in the company.
Along with company has its own security officer, who is responsible to the
manager (personnel & administration) with sufficient number of security
guards. Now the company has private security guards who look after the
company colony.
11. WELFARE ACTIVITES:
The company providing is providing both obligatory as well as non-obligatory
facilities to its employee. The company is sending adequately on welfare
amenities of the employees. The major welfare facilities provided by the
company to its employees are –
Schooling
Hospital
Housing
Canteen
Guest house etc.
(3) DEPARTMENT OF PURCHASE AND STORE :
Purchase and store account of the company is headed by the company store
and purchase and assisted by deputy controller of store and purchase. The
main objectives of purchase department are to provide right quality good and
equipment at right price. It is difficult to locate right supplier who can supply
the material.
In right quality as order
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At the right time at which the purchase department has asked
for the supply.
At an agreed price.
Should be able to honor the commitment without much follow
up.
After ensuring the business reputation, financial stability, credit worthiness,
value of business and services, facilities their names are registered in the
company permanent record of the per purchase department which is
consulted off and on for procurement of requirement. Store section is
functioning under the supervision of deputy controller of store. The major
function of the store department is to receive the material supply by the
supplier for the use in the organization. Keep them in safe custody; issue them
to the user section. Keep a close watch on inventory, forward back the rejected
material to the concerned supplier and release the claim for losses of goods in
transit and arrange dispatch of main and by product of the company.
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FINDINGS The investigator collected the information and the data by using the
methodology already mentioned in chapter no. 2. He has interviewed 50
workers including union officials, supervisors and officers of the company as
per the questionnaire given in APPENDIX at the end of report. The information
and the data thus collected are given in an elaborate way in chapter no. 3 of
this report. However the investigator findings in a summarized form are
briefed below:
Detailed break up of respondents and their views
a) Workers of the mill division.
b) Trade union officials.
c) Trade union workers.
d) Officer from personnel management and industrial relations
department.
e) Officers.
Workers’ union views on industrial relations in UCIL.
Majority of the workers and union officials have reported that the existing
industrial relations in the company are satisfactory. The majority view and the
existing industrial relations in the establishment have been given in an
elaborated manner. However a few of the workers are of the opinion that they
do not get proper opportunity to participate in UCIL management through
shop council and joint council which they say, are ineffective in the spirit and
functioning only for namesake.
74
Working of trade union in UCIL
90% of the respondents of workers and union are satisfied with the working of
trade union in UCIL. but the 10% are of the view that the recognized trade
union of UCIL has overlooked the interest of certain sections/category of
workmen.
Management attitude
85% of the respondents appreciated the management attitude toward labour
and described it quite favourable whenever they approached for negotiation of
labour problems. The other is of the opinion that the management should be
more considerate in redressing grievances either individual or through
collective method, though such grievances are not general in nature
Collective bargaining machinery as a tool for bettering industrial relations in
UCIL
In this respect 80% of the respondents are satisfied with the working of the
existing collective bargaining as a tool for bettering industrial relations. 20% of
the respondents are not satisfied with this machinery.
Management view
Management’s view about the entire system of collective bargaining in UCIL is
following:
1) Management has always showed its preparedness in settling the
disputes by mutual negotiation.
2) The attitude is positive and promoting the welfare of their workers.
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3) It has firm faith in collective bargaining as a tool for the resolving the
disputes
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SUGGESTIONSSUGGESTION TO THE UNION
77
1) A united workforce is expected to achieve better results out of collective
bargaining. Therefore, the workmen instead of heading for a split should
strengthen their unity for achieving the goal.
2) It is workmen who are directly instead in the prosperity of the
undertaking. Therefore, the leadership should be from the cadre instead
of recognizing the leadership of outsiders and professionals.
3) The union leadership should develop mutual trust and confidence, with
the management for better understandings of the problems of the
workmen as well as management.
4) An improved raise of participation and trusteeship is called for which will
contribute for achieving better results out of collective bargaining.
5) Organized labour should follow the democratic process in resolving the
differences.
6) For successful collective bargaining, the demands must be justifiable and
realistic.
7) The union should realize that their organisation is not meant to the raise
the demands and charters.
SUGGESTION FOR MANAGEMENT
1) For strengthening the collective bargaining, management should
recognize the union of the representative character with majority.
2) Management should promote effective communication system so that
the workmen are given correct information about the functioning of
industry and outcome of collective bargaining.
3) Effective grievance handling machinery contributes towards the success
of collective bargaining.
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CONCLUSION The history of labour relations in the undertaking will imply show that
collective bargaining is deep rooted as almost all settlement have been
reached by mutual organisation across the table. The work stoppage or
strikes/lockouts are negligible over the period considering the size of the
organisation and its workforce.
Thus to conclude it can be said that the
collective bargaining and its working was successful so far as UCIL is
concerned till date since the inception.
BIBLIOGRAPHY1. Research methodology – C. R. Kothari
2. Bare act of labour law – P.L. Malik
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3. Dynamics of industrial relations – Mamoria
4. Industrial relations – Arun Monappa
5. Training record of UCIL
6. Internet
7. UCIL news magazines
8. Personnel management & Industrial relations – Dale Yoder
9. Study material on the topic provided by BHU
10.Information by our mentor Shri S. Murmu sir
A copy of questionnaire used in collection of data and information for
employers/employees/trade union leaders etc. regarding collection bargaining
system in UCIL.
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This questionnaire is original in English version but due to
survey of workmen I have also used Hindi version of questionnaire.
Both version of questionnaire is attached in further
pages.
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