2016

P.HARI SHANKAR

A STUDY ON“INDUSTRIAL RELATIONS”

WITH REFERENCE TO
RASHTRIYA ISPAT NIGAM LTD
VISAKHPATNAM STEEL PLANT
A REPORT SUBMITTED BY
P.HARI SHANKAR
Under the esteemed guidance of
Mr. O. RAM MOHAN RAO
AGM (MD)HRD
Mr. K.SANJEEVA RAO
DGM (HR)-IR
RINL, VISAKHAPATANAM.
In partial fulfillment for the award of degree of
“BACHELOR OF BUSINESS MANAGEMENT”
IN
SREE KASYAP DEGREE COLLEGE
 DECLARATION

I hereby declare that this project entitled “INDUSTRIAL RELATIONS” with

reference to “RASHTRIYA ISPAT NIGAM LIMITED, VISAKHAPATNAM” is
the original work done by me and submitted to SREE KASYAP DEGREE
COLLEGE in partial fulfillment of the requirement for the award of the degree of
BACHELOR OF BUSINESS MANAGEMENT and this has not been submitted to
any other university or publication any time .

PLACE: VISAKHAPATANAM
DATE:
SIGNATURE
P.HARI SHANKAR
 CERTIFICATE

This is to certify that the Project Work titled “A STUDY ON THE

INDUSTRIAL RELATIONS AT VISAKHAPATNAM STEEL PLANT”
with reference to VISAKHAPATNAM STEEL PLANT (RINL) is a bonafied
work carried out by P.HARI SHANKAR of SREE KASYAP DEGREE
COLLEGE, RAMATALKIES,VISAKHAPATNAM in partial fulfillment for the
award of degree of BBM affiliated to ANDHRA UNIVERSITY
VISAKHAPATNAM, has been done under my guidance and to the best of my
knowledge it is their original work.

Place: Visakhapatnam
Date:
O.R.M Rao
AGM (MD)HRD
 ACKNOWLEDGEMENT

I feel it is my duty and honour to acknowledge all those who have

extended their guidance and warm support in completing my Project Work.

Firstly, It is my privilege to thank Mr. O. RAM MOHAN RAO

SIR, AGM (MD) HRD Group in RINL for providing state of the art facilities
experienced and talented faculty members.

Secondly, I thank Mr. K.SANJEEVA RAO (IR, HR), for his

continuous support and encouragement in my endeavor and underwhose
guidance I could make a thorough and complete copy of my Project Work.

I thank Mr.P.NARISIMHAN sir for providing Valuable

information for my Project Work.

(P.HARI SHANKAR)
 CONTENTS

CHAPTER-I
1. INTRODUCTION
2. OBJECTIVES
3. NEED OF THE STUDY
4. METHODOLOGY
5. LIMITATIONS
CHAPTER-II
INDUSTRY PROFILE
CHAPTER-III
COMPANY PROFILE
CHAPTER-IV
THEORETICAL FRAME WORK
CHAPTER-V
DATA ANALYSIS AND INTERPRETATION
CHAPTER-VI
SUMMARY, FINDINGS, SUGGESTIONS &
CONCLUSION
BIBLIOGRAPHY
QUESTIONNARE
 CHAPTER-I
INTRODUCTION
OBJECTIVE
NEED FOR THE STUDY
METHODOLOGY
LIMITATIONS

INTRODUCTION

Definitions
Industrial relation means the relationship between employees and
management in the day-to-day working of industry. But the concept has a wide meaning.
When taken in the wider sense, industrial relation is a “set of functional
interdependence involving historical, economic, socio-psychological, demographic,
technological, occupational, political and legal variables”. –P. Subba Rao

Industrial relations are the relationships between employees and

employers within the organizational settings. The field of industrial relations looks at
the relationship between management and workers, particularly groups of workers
represented by a union. Industrial relations are basically the interactions between
employers, employees and the government, and the institutions and associations
through which such interactions are mediated.

Out of all the Human Resource Management problems that have

emerged on the corporate forefront in recent times, the problem of Industrial Relations
has achieved more prominence. The increased popularity of this aspect of Human
Resource Management is due to one single factor that it deals with people who are the
base of Industry - a class of people that makes things to happen.
 Industrial Relations is concerned with the relationship between
management representing the holders of capital and. The type of Industrial Relations in
a country depends upon the Technological advancement, employment opportunities,
type of trade unions, Government Legislation’s and economic conditions.

Coming to India, which is rapidly transforming from the agrarian

system to the Industrial system, the country with its vast population has very less
percentage of working class and out of this only one fourth are organized. But the
relations that influence such a small segment of workers have a far-reaching implication
not only on the attitude of un-organized workers but on economy as a whole.

Indian Industrial Relations Spectrum

The spectrums of “Industrial Relations” scenario in India today present four distinct
pictures.

Scenario-1: A sweet heart relationship scenario representing Industrial peace and

harmony characterized by

• Mutual trust

• Mere perfect collaboration and

• Even “collusion with unions”

Scenario-2 :A “cat and Dog” scenario, resulting in frequent conflict, work-stoppages and
strikes, lock-outs, characterized by

• Complete distrust

• Mutual blackmailing on issues and

• Product losses

Scenario-3: A “Blow-hat, Blow-cold” scenario somehow pulling along relationship

characterized by

• Sometime peace

• Sometime conflict

• Most of the organizations fit into this category.

Scenario-4: A “peace in the Grave” or “Marriage of convenience” situation characterized

by

• Apparent peace

• Patching of an issue

• Self-out of managerial authority

Major Players to Industrial Relations:

Simply stated, industrial relations are the outcome of the employment relations in
industry. The government of a nation influences these relations to a great extent. Thus,
there are three major players in industrial relations.

Workers and their Organizations:-

The personal characteristics of workers, their culture, educational attainments,

qualifications, skills, attitude towards work, etc… play an important role in industrial
relations. Workers’ organizations, known as trade unions are political institutions.
Trade unions are formed for safeguarding the economic and social interests of the
workers. They put pressure on the management for the achievement of these objectives.

Employers and their Organizations:-

The Employers are a very important variable in industrial relations. They provide
employment to workers and try to regulate their behavior for getting high productivity
from them. Industrial unrest generally arise when the employers’ demand from the
workers and other benefits. In order to increase their bargaining power employers in
several industries have organized Employers’ Associations. These associations put
pressure on the trade unions and the government. They also participate in tripartite
bodies constituted by the government to regulate industrial relations.

Government:-

The Government exerts an important influence on industrial relations through such

measures as providing employment, intervening in working relationships and
regulating wages, bonus and working conditions through various laws relating to labour.
The government keeps an eye on both the trade unions and employers’ organizations to
regulate their activities in the interest of the nation.

OBJECTIVES

• Since VSP is a government sector origination having heavy production units,

there will be a streamed lined producer of IR management.

• The vast work force indicates executives; non-executives who are educated will
influence the expected IR scenario.
• since many of the jobs are offloaded taking the help of the contract laborer, the IR
scenario is also excepted to have multifold dimensions in the company due to the
presence of many contract laborer

• In view well established welfare measures, satisfactory wages and other fridge
benefits, it is also expected that the wants and demands of the employees at large
may have a unique IR situations.

• To study different mechanism adopted by the company in foreseeing the IR

eventually for maintaining balance to attain favorable IR situation

NEED OF STUDY

• RINL is one of the leading companies in iron and steels.

• As IR management plays a crucial role in VSP.

• To study about the IR in time is the right place.

• RINL (Vizag steel) have 24 general registered unions, so IR here plays a prominent
role.

• Even it has 22 unions for contract employees working in RINL.

• It has a man power of 18000 employees working.

• Out of which nearly more than 12000 belong to the non-executives and the remaining
belong to the executives.
 METHODOLOGY

• The Project entitled “Industrial Relations at Visakhapatnam Steel Plant” was carried
out for 6 weeks at Visakhapatnam Steel Plant. The study was carried out by
collecting; analyzing the data collected both from Primary and Secondary sources.

• Primary Data was collected by discussions with managers, employees and trade union
leaders. A Questionnaire was prepared and administered on a sample of 50 containing
executives, non-executives and trade union leaders.

• The data collected is analyzed to know the perception of executives, non-executives

and trade union leaders towards their role in maintaining the cordial Industrial
Relations.

• Secondary data is collected from Company Records, In-house Magazines and Internet
regarding the Industry and company profile and also about Industrial Relations events
in Visakhapatnam Steel Plant right from its inception.

• Also the data is described in various charts and also have been interpreted.

LIMITATIONS

The data opinions, observations and conclusions expressed here are collected by survey
and literature provided by Visakhapatnam Steel Plant. Following are the few constraints
faced during the study:-

• One of the most limiting factors for a thorough and complete study of the subject has
been the insufficient period of study.

• The survey was conducted on the sample based upon random selection which has its
own defects.

• Elaborate study was not possible due to lack of financial resources.

• Executives are not available because they were involved in various activities.

• The size of the sample representing the universe is very small.

 CHAPTER II
INDUSTRIAL PROFILE

INDUSTRIAL PROFILE

INTRODUCTION

Steel is crucial to the development of any modern economy

and is considered to be the backbone of human civilization. The level of per capita
consumption of steel is treated as an important index of the level of socio-economic
development and living standards of the people in any country. Steel industry was in the
vanguard in the liberalization of the industrial sector and has made rapid strikes since then.
Output has increased, the industry has moved up in the value chain and exports have raised
consequent to a greater integration with the global economy. At the same time the domestic
steel industry was facing new challenges. The demand too has not improved to significant
levels. The litmus of the steel industry will be to surmount these difficulties and remain
globally competitive.
HISTORY OF STEEL:

Steel was discovered by the Chinese under the reign of Han

dynasty in 202BC till 220AD.Prior to steel, iron was a very popular metal and it was used all
over the globe. Even the time period of around 2to 3 thousand year before Christ is termed as
Iron Age as iron was vastly used in that period in each and every part of life. The Chinese
people invented steel as it was harder than iron and it could serve if it is used in making
weapons from china, the process of making steel from iron spread to its south and reached
India. High quality steel was being produced in southern India in as early as 300BC.around
9th century AD, the smiths in the Middle East developed techniques to produce sharp and
flexible steel blades. In 17th century, smiths in Europe came to knowabout a new process of
cementation to produce steel.

THE GLOBAL STEEL INDUSTRY:

The current global steel industry is in its best position in comparing to last decades. The price
has been rising continuously. The demand expectations for steel products are rapidly growing
for coming years. The shares of steel industries are also in a high pace. The steel industry is
enjoying its 6th consecutive years of growth in supply and demand. And there is many more
merger and acquisitions which overall buoyed the industry and showed some good results.
The supreme crisis has led to the recession in economy of different countries, which may lead
to have a negative effect on whole steel industry in coming years. However steel production
and consumption will be supported by continuous economic growth.

Iron and steel making as a craft has been known to India for a long time. However, its
production in significant quantities is known only after 1900.

Steel Industry in India:

Steel has been the key material with which the world has reached to a developed
position. All the engineering machines, mechanical tools and most importantly building and
construction structures like bars, rods, channels, wires angles etc… are made of steel for its
features being hard and adaptable.

After independence, successive governments placed great emphasis on the

development of an Indian steel industry. In financial year 1991, the six major plants, of which
five were in the public sector, produced 10 million tons. The commissioning of Tata Iron &
steel company’s production unit at Jamshedpur, Bihar in 1911-12 heralded the beginning of
modern steel industry in India.

Following independence and the commencement of five year plans, the government of
India decided to set up four integrated steel plants at Rourkela, Durgapur, Bhilai, and
Bokaro, the Bokaro steel plant was commissioned in 1972.The most recent addition is a
3MT integrated steel plant with modern technology at Vishakhapatnam. Steel authority of
India (SAIL) accounts for over 40% of India’s crude steel production.

SAIL owns mines and subsidiary companies. Production capacity have recorded a year-on-
year growth rate of 13.4% ,15.7% ,11.7% ,in net sales operating profit and net profit,
respectively ,during the second quarter of 2007-2008.

Soaring demands by sectors like infrastructure, real estates and automobiles, at home
and abroad, has put India’s steel industry on the world steel map.

Steel production in India:

India is one of the few countries where the steel industry is poised for rapid growth. Steel
production of India accounted for 14.33million tons in 1990-19991, which gradually
increased to 36.12 million tons in 2003-2004.today India plays a significant role in the
production of steel in the world. Steel demand continued to remain upbeat in 2008-2009 with
consumption of finished steel growing by decent 6.8%during April-May 2008.during April
2008 finished steel output rose by modest 3.8%.further in may it increased by 5.2%.aggregate
production growth during April-May stood at 5.1% in view of no major capacities coming on
stream we estimate finished steel production to touch60 million tons in 2008-2009.in the
event of an upward revision in the figure of 2007-2008,tha actual growth in steel production
in 2008-2009 would turn out to be less as compared to our estimates.

Major players of Steel in India:

Public sector:

Steel authority of India Limited (SAIL)

It is a company registered under the Indian companies act, 1956and is an enterprise of the
government of India. It has five integrated steel plants at Bhilai (Chattisgarh), Rourkela
(Orissa), Durgapur (West Bengal), Bokaro (Jharkhand),and Burampur(West Bengal). SAIL
has three special and alloy steel plant at Salem (Tamil Nadu) and Visvesvaraya iron and steel
plant at Bhadravati (Karnataka).

Rashtriya Ispat Nigam ltd. (RINL)

RINL , the corporate entity of Vishakhapatnam steel plant is the first shore based
integrated steel plant located at Vishakhapatnam in Andhra Pradesh. The plant was
commissioned in August 1992 with a capacity to produce 3 Million Tonnes per Annum of
liquid steel. RINL has prepared a road map to expand the plant’s capacity up to 16 MTPA in
phases.

Metal scrap trade corporation ltd. (MSTC)

MSTC Ltd. was set up on the 9 th September, 1964 as a canalising agency for the export
of scrap from the country. The company has also established an e-auction portal and
undertakes e-auction of coal, diamonds and steel scrap and developed an e-procurement
portal in house.

Ferro Scrap Nigam ltd. (FSNL)

FSNL is a wholly ltd. owned subsidiary OF MSTC Ltd. with a paid up capital of 200
lakh. The company undertakes the recovery and processing of scrap from slag and refuse
dumps in the nine steel plants at Rourkela, Burampur, Bhilai, Bokaro, Visakhapatnam,
Durgapur, Dolvi, Duburi and Raigarh. The company is also providing steel mill services such
as scarfing of slabs, handling of BOF slag, etc.

Factors holding back the Indian Steel Industry:

• Energy supply.

• Problems procuring raw materials inputs.

• Inefficient transport system.

Steel Plants with Foreign Collaborations

Collaboration Capacity of Finished

S No Plant Steel Products

Rourkela Steel Plant West Germany

Bhilai Steel Plant Erstwhile USSR

Durgapur Steel Plant Britain

Bokaro Steel Plant Erst USSR

Annual Production at Steel Plants

Collaboration Capacity
S
Plant of Finished Steel Annual Production
No
Products

Rourkela Steel Plant West Germany 7,20,000 tonnes

Bhilai Steel Plant USSR 7,70,000 tonnes

Durgapur Steel Plant Britain 8,00,000 tonnes

Sl Date Work Stoppage
No

1 02.06.2016 PROPOSED DHARNA BY SPCLU(CITU) AT ED(W) BUILDING

Today, Steel Plant Contract Labour Union (CITU) issued a pamphlet

appealing to the contract workers to participate in a dharna being
organized at ED(W) building at 4.00 PM on 03.06.2016 (Friday) on the
issues of continuation of contract workers even though contractor
changes, alternate scheme for retiring contract workers, enhancement of
Ex-gratia from 5 lakhs to 15 lakhs rupees etc.
The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above date.

2 03.06.2016 DHARNA BY SPCLU(CITU) AT ED(W) BUILDING

Steel Plant Contract Labour Union (CITU) staged a dharna at ED(W)

building from 4.00 PM to 5.30 PM today on pending issues of contract
workers. Around 1000 contract workers were present and raised slogans
demanding continuation of contract workers even though contractor
changes, alternate scheme for retiring contract workers, enhancement of
Ex-gratia from 5 lakhs to 15 lakhs rupees etc. Later, a few contract
labour union representatives met ED(Works)I/c and submitted a
memorandum on the above issues.
HR-IR Section arranged for Police and CISF to maintain Law and
Order. No untoward incident was reported.

3 07.06.2016 DHARNA BY SPCLU(CITU) IN FRONT OF TOWN ADMN

BUILDING

Steel Plant Contract Labour Union (CITU) staged a dharna in front of

Town Admn building from 5.00 PM to 5.30 PM today on pending
issues of contract workers. Around 50 contract workers were present and
raised slogans demanding continuation of contract workers even though
contractor changes, alternate scheme for retiring contract workers,
enhancement of Ex-gratia from 5 lakhs to 15 lakhs rupees etc. Later,
they submitted a memorandum to HOD Town Admn deptt on the above
issues.
HR-IR Section arranged for Police and CISF to maintain Law and
Order. No untoward incident was reported.

4 08.06.2016 Work stoppage at SMS-1 CCD

Workers in ‘B’ Shift of SMS-1 CCD, stopped work demanding filing

the vacancies caused due to separations, citing toughness of the nature
of job at CCD. As a result, all the machines were closed which affected
production. HOD & HR executives are discussing with representatives
 from the 3 major Unions for resolving the issue.

5 11.06.2016

• Steel Plant Employees Union (CITU) has issued a pamphlet

today on the issue of 19 employees died in the accident
occurred on 13.06.2012 at SMS department. They have
requested the employees not to compromise on safety norms in
present and future also. They have appealed the employees to
assemble at TTI Junction on 13.06.2016 at 8.00 AM to pay
tributes to the 19 employees sacrificed their lives for the Plant.
HR-IR section has informed Police and CISF for bandobust to
maintain Law & Order.

6 14.06.2016 PROPOSED DHARNA BY HMS NEAR TTI BUILDING

Today, Hind Mazdoor Steel Employees Union (HMS) issued a

pamphlet requesting the employees to participate in a dharna being
organized near TTI building from 8.00 AM to 9.00 AM on 15.06.2016
(Wednesday) on the issues of 20% HRA on new basic, removal of
ceiling on gratuity, implementation of pension scheme for non-
executives etc.
The HR-IR section has informed to Police and CISF to make
bandobust arrangements to maintain Law and Order and ensure free
flow of traffic on the above date.

7 15.06.2016 DHARNA BY HIND MAZDOOR STEEL EMPLOYEES UNION

(HMS) NEAR TTI BUILDING

Hind Mazdoor Steel Employees Union (HMS) staged a dharna near TTI
building from 8.00 AM to 9.00 AM today on the pending issues of 20%
HRA on new basic, removal of ceiling on gratuity, implementation of
pension scheme etc. Around 60 union cadre members were present and
raised flags and slogans on the above mentioned issues.
HR-IR Section arranged for Police and CISF to maintain Law and
Order. No untoward incident was reported.

8 16/05/2016 • Contract Workers struck work in CO&CCP

It is reported that 78 contract workers of M/s Multi Tech Constructions in

Coke Ovens Batteries (Refractory and Mechanical area) struck work
from 14/05/2016 onwards demanding payment of full and final
settlement over and above the statutory amount from the previous
contractor M/s Monisha Constructions. M/s Monisha Constructions
 stated that they have remitted the amount through bank as per statute to
the contract workers. Zonal HR advised the Engineer I/c to obtain proof
of final settlement payment by M/s Monisha Constructions.
M/s Multi Tech Constructions have put up a notice of “No Work, No
Pay.” The agency has been advised to make the contingency plan to
carry out emergent job.

• PROPOSED SUBMISSION OF MASS MEMORANDUM TO

CMD BY CITU

Today, Steel Plant Employees Union (CITU) issued a pamphlet

appealing to the employees to gather at Main Gate at 5.30 PM on
17.05.2016 for submission of “Mass Memorandum” to the CMD on the
issues of 20% HRA on new basic, remove ceiling on Gratuity and
implementation of Pension Scheme for non-executive employees.
The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above date
9 17/05/2016 • STEEL PLANT EMPLOYEES UNION (CITU) MET CMD AND
SUBMITTED A MEMORANDUM

The Steel Plant Employees Union (CITU) organized a rally with the
participation of around 200 supporters of CITU Union from Central
Stores Junction at 5.30 PM and reached Main.Admn.Building. A few
prominent leaders of the union met CMD in his office and submitted
a memorandum on the issue of 20% HRA on revised basic, Pension
Scheme and lifting of ceiling on Gratuity.

HR-IR Section arranged for Police and CISF and monitored the rally.
There was no untoward incident on account of the above.

• WORK STOPPAGE BY CONTRACTORS CONTINUED IN

CO&CCP

Further to the IR report dt.16.05.2016, the work stoppage of the

contract workers of M/s Multi Tech Constructions in CO&CCP
continued today also. It was informed by the contractor that four
contract workers from the striking group manhandled three
supervisors of M/s Multi Tech Constructions on 16.05.2016 for
assisting the CRG Department in completing some emergency job in
the night of 16.05.2016. The agency has submitted a letter to the
Engineer In-charge recommending for the cancellation passes of the
four workers who have manhandled the supervisors.

10 18/05/2016
 PROPOSED RALLY AND PUBLIC MEETING BY
SPCLU(CITU)

Today, Steel Plant Contract Labour Union (CITU) issued a pamphlet

requesting the contract workers to participate in a rally being organized
from Central Stores Junction at 4.00 PM on 19.05.2016 (Thursday) and
public meeting at Main Gate at 5.30 PM on the issues of Minimum
Wage of Rs.15000/- per month, enhancement of Ex-gratia from 5 lakhs
to 15 lakhs rupees, changes in issue of gate passes, payment of enhanced
bonus with arrears etc.
The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above date.

11 19/05/2016 • WORK STOPPAGE BY CONTRACTORS CONTINUED IN

CO&CCP

The contract workers of M/s Multitech Constructions continued the

work stoppage today also on the issue of non- payment of additional
amount over and above the final settlement payable as per rules by the
earlier contractor M/s Monisha Constructions. Union leaders from all
the three unions persuaded the workers to resume the work, but the
workers did not agree. The Contractor was advised to take adequate
action and get the work resumed.

• POSTPONEMENT OF THE RALLY AND PUBLIC MEETING

BY SPCLU(CITU)

Steel Plant Contract Labour Union (CITU) postponed its rally and public
meeting which was scheduled today due to rains.

12 20/05/2016
WORK STOPPAGE BY CONTRACTORS CONTINUED IN
CO&CCP

Further to the IR report dated 19/5/2016, the contract workers of M/s

Multitech Constructions continued the work stoppage today also on the
issue of payment of additional final settlement amount by the earlier
contractor M/s Monisha Constructions. Union leaders from all the three
major unions persuaded the workers to resume the work. But workers
did not agree. The Contractor was advised to take necessary action and
get the work resumed. Subsequently, the contractor has lodged a police
complaint on 19/05/16 evening, against 4 contract workers who have
allegedly manhandled 3 supervisors of M/s Multitech on 17/05/16.
Today (i.e, 20/05/16). The workers were called to Police Station for
interrogation. However, the stoppage of work is continuing and the
 agency has been instructed by the CRG department to carry out the
emergency works.

13 21/05/2016 WORK STOPPAGE BY CONTRACTORS CONTINUED IN

CO&CCP

Further to the IR report dated 20/5/2016, the contract workers of M/s

Multitech Constructions continued work stoppage on the issue of
payment of additional final settlement amount by the earlier contractor
M/s Monisha Constructions. It is reported that discussions were held
among the site leaders of INTUC, AITUC and CITU to sort out the
issue, but the work has not been resumed.

14 23/05/2016 WORK STOPPAGE BY CONTRACTORS CONTINUED IN

CO&CCP

Further to the IR report dated 21/5/2016, the contract workers of M/s

Multitech Constructions continued the work stoppage today also on the
issue of payment of additional final settlement amount by the earlier
contractor M/s Monisha Constructions. Today, the necessary pro-forma
was issued to the contract agency by DGM(CRG)-CO&CCP to process
for cancellation of the gate passes issued to all contract workers under
the agency. However, the work was not resumed.

A meeting was planned in the Conference hall of CO&CCP with ED

(Services) today at 4.45 PM to discuss on the issue.

15 24/05/2016 WORK RESUMUMED BY CONTRACT WORKERS IN

CO&CCP

Further to the IR report dated 23/05/2016 the contract workers of M/s

Multitech Constructions in CO&CCP Department resumed work from
B-Shift on 24/05/2016.

16 28.05.2016 • PROPOSED RALLY AND PUBLIC MEETING BY SPCLU(CITU)

AND DHARNA BY VSPCWU(AITUC)

Today, Steel Plant Contract Labour Union (CITU) and Visakha Steel Project
Contract Workers Union(AITUC) issued pamphlets separately appealing to the
contract workers to participate in the following programmes on the issues of
 contract labour such as Minimum Wage of Rs.15,000/- per month, to make
alternate scheme on retirement of contract workers who contract labour issues,
continuation of contract workers even though contractors change etc.
Union Date Time Activity
Steel Plant Contract 4.00 PM Rally from Central Stores to
Labour Union (CITU) 30.05.2016 Main Gate
5.30 PM Public Meeting at Main Gate
Visakha Steel Project 31.05.20167.30 AM Dharna at Admn. Building
Contract Workers Union
(AITUC)

The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above dates.
• PROPOSED DHARNA BY VUSS(TNTUC)

Visakha Ukku Shramika Sangham (TNTUC) issued a pamphlet today appealing

to the employees and contract workers to participate in the dharna programmes
as follows on the issues of 20% HRA on new basic, remove ceiling on Gratuity,
allotment of Quarters to displaced persons in Ukkunagaram, improvement of
medical facilities in VSGH and Pedagantyada Hospital etc. The union also
demanded minimum wage of Rs.15000/- for contract workers

Date Time Activity

08.06.2016 8.00 AM Dharna at BC Gate
14.06.2016 8.00 AM Dharna at Main Gate

The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above dates.

17 30.05.2016 RALLY AND PUBLIC MEETING BY SPCLU(CITU)

Steel Plant Contract Labour Union (CITU) organized a rally with

around 1000 contract workers from Central Stores Junction to Main
Gate at 5.00 PM today demanding resolving the pending issues. After
the rally, they held a meeting at Bus Stop near Main Gate which was
addressed by Contract Labour Union leaders belonging to CITU. At
the time of preparation of this report the meeting is still in progress.
HR-IR Section arranged Police and CISF to maintain Law and Order

PROPOSED DHARNA BY YSRTUC

YSRTUC union is planning to organize a dharna programme at Hill

 Top Junction on 31.05.2016 at 8.00 AM to 9.00 AM on the issues of
20% HRA on new basic, remove ceiling on Gratuity, implementation
of Pension Scheme, etc.

The HR-IR section has informed to Police and CISF to make adequate
bandobust arrangements to maintain Law and Order on the above
date.

18 31.05.2016 DHARNA BY YSRTUC & VSPCWU(AITUC)

YSRTUC staged a dharna near Hill Top Junction from 8.00 AM to 9.00
AM today on the pending issues of regular employees. Around 30 union
cadre members were present and displayed placards and raised slogans
on the issues of 20% HRA on new basic, remove ceiling on Gratuity,
implementation of Pension Scheme, etc.
Visakha Steel Project Contract Workers Union (AITUC) staged a dharna
near Admn. building from 8.00 AM to 9.00 AM today on the pending
issues of contract worker. Around 200 contract workers were present and
raised slogans on the issues of Minimum Wage of Rs.15,000/- per month,
to make alternate scheme on retirement of contract workers, continuation
of contract workers even though contractors change, etc.
HR-IR Section arranged for Police and CISF to maintain Law and Order.
No untoward incident was reported.
 CHAPTER III
COMPANY PROFILE

COMPANY PROFILE
Introduction:

Visakhapatnam steel plant (VSP), the first coast based steel plant of India is
located,16 km south west of city of destiny i.e. Visakhapatnam. Bestowed with modern
technologies, VSP has an installed capacity of 3 million tons per annum of liquid steel and
2.656 Million Tones of saleable steel.VSP products meet exacting international quality
standards such as JIS,DIN,BIS,BS etc.

Visakhapatnam steel plant has become the first integrated steel plant In the country to
be certified to all the three international standards for quality (ISO-9001) for environment
management (ISO-14001) & for Occupational health & safety(OHSAS-18001).

Visakhapatnam exports quality pig iron & steel products to Srilanka, Myanmar,
Nepal, Middle east, USA, China, and South east Asia. Having total manpower of about
16,600. VSP has envisaged a labour productivity of 265 tons per man year of liquid steel.

Background

With a view to give impetus to industrial growth and to meet the aspirations of
the people from Andhra Pradesh, Government of India decided to establish integrated steel
plant in public sector at Visakhapatnam. The announcement to this effect was made in the
parliament on 17th april”1970 by the then prime minister of India late Smt. Indira Gandhi.
The foundation stone for the plant was laid by Smt. Indira Gandhi on 20.01.1971.

An agreement was signed between governments of India and the erstwhile

USSR on June 12th, 1979 for setting up of an integrated steel plant to produce structural &
long products on the basis of detailed project report prepared by M/s M.N. Dastur &
Company.

The construction of the plant was started on 1 st February 1982, Government of

India on 18th February 1982 formed a new company called Rashtriya Ispat Nigam ltd. (RINL)
and transferred the responsibility of constructing, commissioning & operating the plant at
Visakhapatnam from steel authority of India Ltd. to RINL.

The plant was dedicated to the nation by the then prime minister of India late Sri
P.V. Narasimha Rao on 1st August 1992.

Technology: state-of-the-art.

• 7 meter tall coke oven batteries with coke dry quenching.

• Bell-less top charging system in blast furnace.

• 100% slag granulation at the BF cast house.

• Suppressed combustion –LD gas recovery system.

• 100% continuous casting of liquid steel

• .
 • Temporal and stelmor cooling in LMMM & WRM respectively.

• Extensive waste heat recovery systems.

• Comprehensive pollution control measures.

Water supply:
An operational water requirement of 36 Mgd is being met from the yeluru water
supply scheme.

Power supply:
Operational power requirement of 180 to 200 MW is being met. Through captive
power plant. The capacity of the power plant is 286.5 MW. Visakhapatnam steel plant is
supplying 60 MW power to Andhra Pradesh state electricity board.

Major Resource of Raw Material:

Raw material Source

Iron ore lumps & fines Bailadilla, MP

BF lime stone Jaggayyapeta, AP

 SMS lime stone Middle East

BF dolomite Madharam, AP

SMS dolomite Madharam , AP

Manganese Chipurupalli, AP

Boiler coal Talcher, Orissa

Coking coal Australia

Medium coking coal(MCC) Gidi/ swang/ rajarappa/ kargali.

Major units:

Department Annual Units(3.0 mt stage)

capacity(‘000 T)

Coke ovens 2,261 Batteries of each 67 ovens &7 mtrs height

Sinter plant 5,256 2 sinter machines of 312 sq. mtrs grate area each

Blast furnace 3,400 2 furnaces of 3200cu.mtr.volume each

Steel melt shop 3,000 3 ld converters each of 133cu.mtr.volume and six

4 strand bloom casters

Main Products of VSP

Steel products By-products

Blooms Nut coke Granulated slag

Billets Coke dust Lime fines

Channels, angles Coal tar Ammonium sulphate

Beams Anthracite oil

Squares Hp naphthalene

Flats Benzene

Rounds Toluene
 Re-bars Zylene

Wire rods Wash oil

Vision:
• To be a continuously growing world class company we shall

• Harness our growth potential and sustain profitable growth.

• Deliver high quality and cost competitive products and be the first choice of
customers.

• Create an inspiring work environment to unleash the creative energy of people.

• Achieve excellence in enterprise management.

• Be respected corporate citizen, ensure clean and green environment and develop
vibrant communities around us.

Mission:
• To attain 16 million ton liquid steel capacity through technological up-gradation,
operational efficiency and expansion; augmentation of assured supply of raw
materials; to produce steel at international standards of cost and quality; and to meet
the aspirations of the stakeholders.

Objectives:

• Expand plant capacity to 6.3Mt by 2011-12 with the mission to expand further in
subsequent phases as per Corporate Plan

• Revamping existing Blast Furnaces to make them energy efficient to contemporary

levels and in the process increase their capacity by 1 Mt, thus total hot metal capacity
to 7.5 Mt

• Be amongst top five lowest cost liquid steel producers in the world

• Achieve higher levels of customer satisfaction

• Vibrant work culture in the organization

• Be proactive in conserving environment, maintaining high levels of safety &

addressing social concerns.

Core Values
 • Commitment

• Customer Satisfaction

• Continuous Improvement

• Concern for Environment

• Creativity & Innovation

Visakhapatnam Steel Plant takes all necessary actions for the fulfillment of regulatory
requirements. It has dedicated departments for this purpose. Energy conservation,
environmental preservation, safety in work place, and occupational health gets highest
priority in the company. Some of the policies in this regard are reproduced below:

Quality Policy

Visakhapatnam Steel Plant Employees are committed to meet the needs and expectations
of our customers and other interested parties. To accomplish this, they will
• Supply quality goods and services to customers’ delight.

• Achieve quality of the products by following systematic approach through

planning, documented procedure and timely review of quality objectives.

• Continuously improve the quality of all materials, processes and products.

• Maintain an enabling environment, which encourages teamwork and active

involvement of all employees with their involvement.

Environment Policy

Visakhapatnam Steel Plant carrying out its operations without harming to the
environment. To accomplish this, they will
• Document, implement, maintain and continuously review the environmental
management system.

• Comply with all the relevant environmental legislations, regulations and other
requirements.

• Ensure continual improvement in the environmental performance and prevention

of pollution by minimising the emissions and discharges.
 • Maintain a high level of environmental consciousness amongst employees.

• Review the environmental objectives and targets on a continuous basis.

Energy Policy

Visakhapatnam Steel Plant is committed to optimally utilize various forms of energy in a

cost-effective manner to effect conservation of energy resources. To accomplish this, they
will
• Monitor closely and control the consumption of various forms of energy through
an effective Energy Management System.

• Adopt appropriate energy conservation technologies

• Maximise the use of cheaper and easily available forms of energy.

OSHAS Policy

Visakhapatnam Steel Plant is committed to occupational health and safety of employees

and contract workers. To accomplish this, the will

• Document, implement, maintain and periodically review the occupational health

and safety management system including the policy

• Comply with all the relevant occupational health and safety legislations,
regulations and other requirements.

• Ensure continual improvement in the environmental performance and prevention

of pollution by minimising the emissions and discharges.

• Maintain a high level of environmental consciousness amongst employees.

• Review the environmental objectives and targets on a continuous basis.

Human Resource Policy

Visakhapatnam Steel Plant believes that their employees are the most important
resources. To realise the full potential of employees, the company is committed to
 • Provide work environment that makes the employees committed and motivated
for maximizing productivity.

• Establish systems for maintaining transparency, fairness and equality in dealing

with employees.

• Empower employees for enhancing commitment, responsibility and

accountability.

• Encourage teamwork, creativity, innovativeness and high achievement orientation.

• Provide growth and opportunities for developing skill and knowledge

• Ensure functioning of effective communication channels with employees.

Training & Development

RINL believes that the employees are its assets and strives to realize their potential in
full for mutual advantage. The human resource development involves development of the
employee as a whole.

The needs of induction training, skill upgradation, unit training, computer related
training, refresher training, foreign training, faculty training etc. are attended by the Training
& Development Centre while management development and attitudinal development are
taken care at the Centre for HRD.

Training in certain specialized areas like safety, fire prevention, occupational health
etc. is also taken up by departments specializing in respective fields.

RINL also provides learning opportunities to individuals by nominating them to

external training programmes for enhancing their knowledge. Employees are sponsored for
external training programmes including seminars and competitions organized by various
professional bodies and institutes like CII, ICWAI, NPC, BVQI, INSSAN, AIMA, NIPM,
LPAI, ICSI, SCOPE, VSC, QCFI, RDCIS (SAIL), ICAI, ESCI, ASCI, CBI Academy, IBM,
WIPS, Association for Advancement of Police & Security Services, IIMS etc.

Employees are sent to other steel plants on short duration tours to find solutions to the
various issues the company. Employees are also sent to supplier’s manufacturing units /
training institutes to get specific training in identified areas.

Marketing Network
The company markets its products through headquarter marketing office and a network of
regional offices, branch offices and stockyards located all over the country. It also takes the
help of consignment agents and consignment sales agents for the marketing of its products.
The exports are carried out by the export wing of marketing division with the help of
different agencies. The company is recognized as “Star Trading House” by the Director
General of Foreign Trade, Ministry of commerce, Government of India.

The end users of the steel products manufactured at the plant include amongst others,
construction industry, automobile industry, engineering industry, re-rolling industry, forging
industry, cable industry, wire drawing industry, fastener industry, electrode manufacturers and
railways. The company is ideally located to serve the southern Indian market.

Pollution Control and Environmental Protection

Generally, integrated steel plant is seen as a major contributor to environmental

pollution as it discharges volume of waste products. Elaborate measures have been adopted
to combat air and water pollution in Visakhapatnam Steel Plant. In order to be echo friendly,
Visakhapatnam Steel Plant has planted more than 3 million trees over an area of 35 Sq. Kms
and incorporated various technologies at a cost of
Rs. 460 Crs towards pollution control measures.

Human Resource Management

Human resource initiatives at Visakhapatnam Steel Plant are closely linked to the corporate
strategy of the organisation. Visakhapatnam Steel Plant has exemplary industrial relations
where the entire workforce works as a well knit team for the progress of the company. The
productive environment prevailing in the company fosters an atmosphere of growth, both for
the employees and for the company. Visakhapatnam Steel Plant has introduced multi skilling
concept since inception and the employees are trained as per this concept. Visakhapatnam
Steel Plant has adopted a system of overlapping shifts, the first of its kind, in the industry.
This system ensures smooth change over of the shifts and uninterrupted pace of operation of
the plant during the shift change over. Another unique feature followed at Visakhapatnam
Steel Plant is the uniform working hours for the ministerial employees.

Welfare Amenities
The welfare measures provided for the employees of the company are the best in the industry.
A modern Township with all amenities has been developed with 8032 quarters to house the
plant employees and other Government Agencies in 11 sectors. The township is having best
facilities in terms of drinking water supply, drainage system, roads, community centres,
crèche, parks, schools, shopping complexes, medical facilities, recreational facilities,
scholarships etc. to cater to the needs of the employees and their dependent families. The
company also provides welfare facilities much beyond the statutory requirements by way of
introduction of a unique Superannuation Benefit Fund and a unique Family Benefit Scheme.

ACHIEVEMENTS AND AWARDS:

AWARD PURPOSE YEAR

“Corporate vigilance for promoting transperancy in 2016
excellence award by institute procedures and awareness in
of public enterprise combating corruption
Best enterprise award under For outstanding contribution 2016
maharatna&navaratna category for the betterment of women
by SCOPE – 2nd prize employees
Awards at INSAAN – for For implementation of 2016
excellence in suggestion suggestion
scheme
3rd prize to kaizen project at For practicing kaizen- 2015
CII national cluster summit- continuous improvement
2015
Gold award at IIIE-national For value engineering case 2015
productivity competitions 2015 study
BT-Star PSU Director/Head For CSR award 2015
CSR of the year award
Performance excellence award For implementation of 5S 2015
by QCFI
Performance excellence award For overall excellence in 2015
2014 by IIIE performance
ICQCC 2015 at south korea – For implementation of 2015
projects
1 silver and 2 bronze
illumination awards
India steel manufacturing For exploring opportunities 2015
product leadership award-2015 in the market for new
by frost & Sullivan products and maximizing the
share of value added products
Visawakarma rashtriya Innovative suggestions for 2015
puraskar by the ministry of higher efficiency,productivity
labor and employment,GoI & process improvements
CIO-100 Award by For operational and strategic 2015
international data group excellence in information
technology
Excellent energy efficient For excellence in energy 2015
award-2015 & innovative management
project
National vigilance excellence For preventive vigilance 2015
award 2015
Corporate vigilance excellence For promoting transperancy 2015
award by institute of public in procedures and awareness
enterprise in combating corruption
Star performer award by For outstanding exports 2015
ministry of commerce & performance
industry
Par excellence award for 5S For implementing quality 2014
implementation by quality circles
circle forum of india
best QC promoting public For promoting quality circles 2014
sector by QCFI
Significant achievement in CII Overall excellence in all 2014
EXIM bank award for business activities of the company
excellence 2014
National competition for For competitive excellence of 2014
young managers by All india official language
management association
Third prize of Indira Gandhi For effective implementation 2014
Rajbhasha Shield of official language
Vishwakarma awards- Innovative suggestions for 2014
viswakarma rastriya puraskar higher efficiency,
for 2 employees productivity & process
improvements
Excellence awards(highest For implementation of QC 2014
category) in ICQCC- projects
2014,COLOMBO,SRILANKA

STATISTICAL INFORMATION
Production Performance (‘000 Tonnes)
Labour productivity
Years Hot Metal Liquid Metal Saleable Steel (TLS/man year)
2006-2007 3913 3322 3074 389
2008-2009 3546 3145 2701 359
2009-2010 3900 3399 3167 382
2010-2011 3830 3424 3077 358
2011-2012 3778 3410 2990 389
2012-2013 3814 3250 2900 382
2013-2014 3769 3390 3016 371
2014-2015 3780 3488 3017 318
2015-2016 3975 3826 3513 345

2. COMMERCIAL PERFORMANCE (RS CRORES)

Year Sales Turnover Domestic Sales Exports

2006-2007 9131 8487 424
2007-2008 10433 9878 555
2008-2009 10411 10333 78
2009-2010 10635 10284 351
2010-2011 11517 11095 422
2011-2012 14462 14047 416
2012-2013 15451 15041 410
2013-2014 13488 12741 747
 2014-2015 11673 10807 865
2015-2016 12281 11095 1186
3. FINANCIAL PERFORMANCE

Year Gross Margin Cash Profit Net Profit

2005-2006 2383 2355 1251
2006-2007 2633 2584 1363
2007-2008 3515 3483 1943
2008-2009 2355 2267 1336
2009-2010 1603 1525 797
2010-2011 1412 1247 670.8
2011-2012 1167 1110 749.4
2012-2013 1265 1250 845
2013-2014 1159 821 366
2014-2015 809 103 62
 CHAPTER-IV
THEORETICAL FRAME WORK

THEORETICAL FRAME WORK

Industrial Relations is concerned with the relationship between Management representing the
holders of capital and trade unions representing the holders of labour power regarding the
employment, unemployment, terms of employment and unemployment, conditions of
employment and unemployment and conditions of work. Thus Industrial Relations connote a
vast complex of relationships obtaining between management and employees, union and
management, union and employees and between employees themselves. Both parties to
industrial relations have a common interest in industry, but many a time, they are found to be
pulling in different directions which lead to industrial unrest. Therefore, it has become
necessary to secure the cooperation of both workers and management to achieve good
industrial relations.

Besides management and workers, state is another party associated with industrial relations.
The interference of government in industrial relations through legal and administrative
measures is quite common. Thus, the area of industrial relations has been extended relations
among the state, employer and employees.

Definition:
According to Encyclopedia Britannica,

“The subject of industrial relations includes individual relations and joint

consultation between employers and workers at the place of work, collective relations
between employers and their organizations and trade unions and part played by the state in
regulating these relations”.

According to Dale Yoder,

“The term industrial relations refers to the relationship between management

and employees or among employees and their organization that arise out of employment”.

TRADE UNIONISM
A Trade Union signifies an organization of workers engaged in securing certain economic
benefits for its members. However, this is not the true view of a trade union. In the modern
context, trade union’s activities are not confined to mere “securing the economic benefits”.
The purview of its activities now includes even the political and welfare activities undertaken
by it for the benefit of its members.

A trade union may be defined as an organization of employees formed on a

continuous basis for the purpose of gaining diversified benefits. Trade union is a necessity
and by product of the Industrial Revolution. For good Industrial Relations, it must be
remembered that trade unions play a vital role in providing a proper work atmosphere and
congenial Industrial Relations scenario. With a view to self-protection and self-help, labour
has organized itself under Employee Associations and Unions. The conflict between capital
and labour in Europe and America resulted in the origin of the Trade Union Movement.

TRADE UNION MOVEMENT IN INDIA

Trade Unions, as understood today, however, originated in the first quarter of the 20 th century,
although the groundwork was laid during the last quarter of the 19th century. In Mumbai, as
early as in 1875, reformers under the leadership of Sorabji Shapurji started a movement.
They protested against the appalling conditions of the factory workers and appealed for
introduction of adequate legislation to prevent them. The credit for laying the foundation of
the organized Labor Movement in India is attributed to Mr. N.M. Lokhande, a factory worker
himself in 1884 in Mumbai. Actually a real organized labour movement in India was started
at the end of the First World War. Rising prices, without a corresponding increase in wages
despite the employers making huge profits, led to a new awakening. Many Trade Unions
were formed throughout India. To this was added the influence of the Russian Revolution,
the establishment of ILO (International Labour Organization) and the All India Trade Union
Congress. This speeded up the pace of the Trade Union Movement. Following the Second
World War, there was a spiraling of prices. The workers once again became restive. This
further indirectly strengthened the movement in India.

TRADE UNION MOVEMENT IN VISAKHAPATNAM STEEL PLANT

Visakhapatnam Steel Plant has a unique history of Trade Union
Movement. Trade Union Movement in Visakhapatnam Steel Plant started in Visakhapatnam
during 1979 with registering of 1st Trade Union by name “Visakha Steel Employees Union”.
However some of the senior employees who joined from other steel plants had educated the
modalities of Trade Union Movement and thereby could achieve in establishing Trade Union
Movement in Visakhapatnam Steel Plant. During 1981, the main activities were Site
Leveling, Evacuation of villages etc., and whereby nearly 25 to 30 thousand workers worked
daily in the shape of Labour Contract, continuously around the clock. This has led to the
influence some of the petty Trade Unions to enter into the contract labour issues of
Visakhapatnam Steel Plant. Due to continuous activities around the clock, the scope to
implement the policies as laid down under different acts was very little. The trade unions,
which were established for the purpose of Visakhapatnam Steel Plant regular employees, did
not indulge in contract labour activities. Visakhapatnam Steel Plant being a new
organisation, initially it faced difficulties and confusion as executives at different levels
joined from different steel plants brought there their own culture and work practices.
Visakhapatnam Steel Plant Management did not show interest to discuss and negotiate with
the Trade Unions on any matter. This has also led to run regular confrontation at work spots.
In the absence of clear-cut policies in matters like welfare, wages, promotion, allowances
etc., the trade union representatives also faced immense difficulties.

After a year to this Visakhapatnam Steel Plant recruited a large percentage of displaced
persons, these new recruites challenged the leadership of unions stating that they can lead the
Trade Unions not only for the benefit of the displaced persons but also the welfare of the
other employees. And in this way they captured the unions which was then affiliated to
INTUC, they registered it as Visakha Steel Mazdoor Sangh, the 2 nd Union, by 1983 both
AITUC and CITU established their unions, which were influenced by the communist but in
the initial period these communist unions would not get the support of the employees. Later
on the unions that had originated in Visakhapatnam Steel Plant counts to 20 in
Visakhapatnam Steel Plant and 4 at Mines of Visakhapatnam Steel Plant. The names and the
year of registration are given below
ELECTIONS SCENARIO AT VISAKHAPATNAM STEEL PLANT
According to Code of Discipline in our State every Industry is obliged
to recognise one Union as representative of employees. First union elections were conducted
during 1985, in which INTUC got the majority. In the second elections AITUC won the
election. However, in 1993 Visakha Steel Employees Congress an independent union was
elected as the employee representative. In due course, other unions like CITU (Visakha Steel
Workers Union) have also been elected as representatives. The details of the year of
elections, unions elected are also enclosed in Table.No.4.3 and Table.No.4 showing the
polling details of recent elections which was held at 21.06.2003.

In Visakhapatnam Steel Plant, Eight Elections have taken place including the recent
elections that took place on 21st June 2003, which was won by INTUC. Here union elections
were held for every 2 years, in which AITUC got recognition for 3 times, CITU and INTUC
jointly sharing the second with 2 times. Central Employee Relations Department a division of
Personnel Department in Visakhapatnam Steel Plant in coordination with the State Labour
Department organizes the election by making all arrangements like preparation of voters list,
printing of Ballot papers, stationary etc., they also look after for the security with the help of
local Police Force along with Central Industrial Security Force and suitable arrangements like
accommodation, transport and so on for the labour department officials and the election
coordinating staff who look after the organisation of election procedure.

LIST OF TRADE UNIONS IN VISAKHAPATNAM STEEL

PLANT

AFFILIA- REGN. No.

TION
Sl.No. NAME OF THE UNION

1. VISAKHA STEEL EMPLOYEES UNION NONE D-482/80

2. VISAKHA STEEL WORKERS’ UNION AITUC D-533/81

3. STEEL PLANT EMPLOYEES UNION CITU D-597/82

4. VISAKHA STEEL MAZDOOR SANGH NONE D-620/82

5. VISAKHA STEEL EMPLOYEES CONGRESS INTUC D-1085/89

6. VISAKHA UKKU SHRAMIKA SANGH TNTUC D-1113/90

7. VISAKHAPATNAM STEEL STAFF AICTU D-1159/91

&WORKERS UNION

8. VISAKHA STEEL MINISTERIAL EMPLOYEES NONE D-1160/91

WELFARE ASSOCIATION
9. VISAKHA STEEL SUPERVISORY STAFF NONE D-1241/92
UNION

10. DEMOCRATIC STEEL EMPLOYEES UNION HMS D-1335/93

11. RASHTRIYA ISPAT MAZDOOR SANGH BMS D-1343/93

12. CONGRESS OF VISAKHA STEEL WORKERS NONE D-1367/93

13. UNITED STEEL EMPLOYEES UNION DITU D-1397/93

14. VIZAG STEEL PLANT WORKERS AND NONE D-1461/95

EMPLOYEES UNION

15. NATIONAL TRADE UNION OF RE-UNITED NONE D-1499/96

STEEL EMPLOYEES COUNCIL (NTR-SEC)

16. STEEL TECHNICIANS ASSOCIATION NONE D-1857/2000

17. STEEL PLANT EMPLOYEES ASSOCIATION NONE D-1862/2000

18. TELUGUNADU STEEL EMPLOYEES TNTUC D-1912/2002

COUNCIL

19. ANDHRA NADU VISAKHA STEEL NONE D-1955/2003

EMPLOYEES UNION

20. REPUBLIC STEEL EMPLOYEES UNION NONE D/1979/04

LIST OF TRADE UNIONS AT MINES OF VISAKHAPATNAM STEEL

PLANT
SI.NO NAME OF THE TRADE UNION AFFILIATION REG.
NO.

AT JAGGAYYAPETA LIME STONE

MINES

1. VSP MINES EMPLOYEES UNION NONE D-851/81

2. VSP MINES STAFF & WORKERS INTUC D-533/81

UNION

AT MADHARAM DOLOMITE
MINES

1. VISAKHAPATNAM STEEL PLANT NONE E-

WORKERS UNION 1003/91

2. RASHTRIYA ISPAT MINES AITUC E-

EMPLOYEES UNION 1631/95

LIST OF THE UNIONS ELECTED AT VSP

YEAR NAME OF THE UNION AFFILIATION

1985 VISAKHA STEEL PLANT EMPLOYEES’ INTUC

UNION

1988 VISAKHA STEEL WORKERS’ UNION AITUC

1991 STEEL PLANT EMPLOYEES’ UNION CITU

1993 VISAKHA STEEL EMPLOYEES’ CONGRESS NONE

1995 STEEL PLANT EMPLOYEES’ UNION CITU

1998 VISAKHA STEEL WORKERS’ UNION AITUC

2001 VISAKHA STEEL WORKERS’ UNION AITUC

2003 VISAKHA STEEL EMPLOYEES’ CONGRESS INTUC

LIST OF CONTRACT TRADE UNIONS

Sl. Retistration No &

Name of the Contract Labour Union Affliliation
No. Year

STEEL PLANT CONTRACT LABOUR

1 CITU 519/80
UNION

VISAKHA INDUSTRIAL CONTRACT

2 NONE D-533/81
KARMIKA SANGHAM

VISAKHA UKKU CONRACT KARMIKA

3 NONE D-686/82
SANGAM

VISAKHAPATNAM STEEL PROJECT

4 AITUC D-845/86
CANTEEN WORKERS’ UNION

VISAKHA STEEL PROJECT CONTRACT

5 AITUC D-878/86
WORKERS’ UNION

VIZAG STEEL PLANT CONTRACT

6 TNTUC D-1149/91
WORKERS’ UNION

VISAKHA STEEL PROJECT CONTRACT

7 AITUC D1154/91
WORKER’S UNION

RAJEEV SHRAMA SHAKTI (STEEL

8 INTUC D-1257/92
CONTRACT WORKERS UNION)

STEEL PLANT CANTEEN EMPLOYEES

9 CITU D-1261/92
UNION

10 BHARATHA KARMIKA SANGAM NONE D-1330/93

VISAKHA STEEL PLANT CLUB,

11 CANTEEN & HORTICULTURE WORKERS AITUC D-631/95
UNION
 VISAKHA INDUSTRIAL EMPLOYEES &
12 NONE D-1409/95
WORKERS’ UNION

VISAKHA DIVISION INDUSTRIES

13 TNTUC D-1451/95
CONTRACT KARMIKA SANGHAM

VIZAG STEEL PLANT WORKERS &

14 NONE D-1461/95
EMPLOYEES UNION

VISAKHAPATNAM STEEL CONTRACT

15 NONE D-1640/97
LABOUR UNION

VISAKHA UKKU CONTRACT LABOUR

16 NONE D-1664/97
UNION

VISAKHA STEEL CITY MOTOR

17 AITUC D-1668/97
WORKERS’ UNION

STEEL CITY CONTRACT LABOUR

18 DITU D-1824/2000
UNION

REPUBLIC STEEL CONTRACT LABOUR

19 NONE D-2042/2000
UNION

VISAKHA UKKU NIRVASITHA

20 NONE 002/10
CONTRACT LABOUR UNION

ANDHRA NADU VISAKHA STEEL

21 NONE 005/2011
CONTRACT LABOUR UNION

VIZAG STEEL MAZDOOR CONTRACT

22 HMS C-004/2011
LABOUR UNION

DISCIPLINARY PROCEDURE

Discipline is a Code of Conduct in an Enterprise in which the members

of the enterprise conduct themselves within the standards of acceptable behaviour which
means that the stipulations of the code of conduct laid down by the enterprise are properly
understood and observed by one and all.

The state of Industrial Relations in a country/factory is also reflected in

the discipline and the morale of the labour force. Discipline is very essential for a healthy
industrial atmosphere and the achievement of organisational goals.

In any Organisation maintenance of discipline among personnel at all

levels is required to create the conducive work environment so as to facilitate increased
productivity and organisational effectiveness. So management of an organisation can adopt
two approaches for discipline maintenance:

Adopting preventive measures ‘prevention is better than cure’ principle

is based on the assumption that employees perform better through rewards than punishments.
So the problems of indiscipline do not emerge. Curative measures that it taking “disciplinary
actions” against the persons involved in indiscipline. The Disciplinary Action should be taken
after going through specific process because the punishment may be held invalid if there is
any deviation from the procedure laid down. The procedure for taking disciplinary action is
defined by the Standing Orders formulated by the Organisation. While taking an action, all
the relevant facts leading to indiscipline must be ascertained so that the need for disciplinary
action is determined. The facts must be collected as soon as possible to take the action
promptly. The disciplinary procedure either Punitive or Curative has to be invoked for
preserving industrial peace as well as maintaining the efficiency of the organization.

Disciplinary Procedure at Visakhapatnam Steel Plant:

When an act of misconduct is alleged against a workman for whom a

punishment as provided under Standing Orders of the Company. The workman shall be given
an opportunity to show cause before punishment is imposed.

Disciplinary Authority:

Any Executive/Officer to whom powers are delegated to take disciplinary

action against a workman shall be the disciplinary authority competent to initiate disciplinary
action and to impose punishment on a workman. The Disciplinary Authority shall frame
definite charges on the basis of the allegations against him. The charges together with a
statement of allegations, on which they are based, shall be communicated in writing to the
workman who shall be required to submit a written statement of his defence within such time
as may be specified but not exceeding 3 days by the Disciplinary Authority. If it is necessary
the Disciplinary Authority shall hold an enquiry and take the necessary action.

Appellate Authority:

The workman shall have the right of appeal to Appellate Authority. The
appeal shall be submitted within 15 days of receipt of the order of the Disciplinary Authority,
and the Appellate authority shall dispose of the appeal within 30 days of the receipt of the
appeal. The appellate authority is the next higher authority to disciplinary authority.

INDUSTRIAL DISPUTES

Dispute, in general sense, is the expression of differences over some issues of interest
between two or more parties. Industrial disputes like problems of indiscipline and their
effective management are on the major issues in maintaining good Industrial Relations in the
Country / Organization.

Definition:

According to Industrial Disputes Act, 1947

“Industrial Disputes means any dispute or difference between employers and employers or
between employers and workers or between workmen and workmen, which is connected with
the employment or non-employment or the terms of employment or with the conditions of
labour of any person”.

An individual dispute between an employer and one of his workmen is by itself not
an industrial dispute, which can be referred to under section 10 of the Act. But such a dispute
may become an Industrial dispute provided a majority of workmen or union of workmen
takes up the cause of particular workman, in the particular industrial establishment.

The causes of industrial disputes are many and varied and sometimes even trivial. In India,
various causes of Industrial disputes may be grouped into four categories: economic factors,
management practices, trade union practices and legal and political factors.

Machinery for Handling Industrial Disputes:-

In managing industrial disputes, management can take certain actions. These

actions may be grouped into two categories:

• Prevention of industrial disputes:

The preventive machinery has been set up with a view to creating harmonious
relations between labour and management so that disputes do not arise. It comprises of the
following measures.

• Worker’s Participation in Management

• Collective Bargaining

• Grievance Procedure

• Tripartite bodies Code of Discipline

• Standing Orders

• Settlement of Industrial Disputes:

If preventive machinery fails, then the industrial dispute settlement

machinery should be activated by the Government under Industrial Dispute Act, 1947,
because no-settlement of disputes will prove to be very costly to the workers, management
and the society as a whole. This machinery consists of

• Conciliation

• Court of Enquiry

• Voluntary Arbitration

Adjudication (Compulsory Arbitration)

Major Industrial Relations Events in Visakhapatnam Steel Plant:-

During Construction phase, displaced persons quite often organized Strikes

and Rastha roko agitations demanding Employment in Visakhapatnam Steel Plant. During
1985-86, approximately 9,515 man days were lost in Construction activity because of the
above agitations. Similarly in 1986-87, in the wake of death of an employee in the Health
Centre, employees resorted to sudden work stoppage demanding extension of adequate
Medical Facilities.

In the Operation phase, in the year 1991-92 following the death of 2 employees in an
Accident occurred in Sinter Plant, there was an illegal work stoppage at Sinter Plant from
24.8.1991 which culminated into a plant wide strike from 3.9.1991 to 6.9.1991 demanding
immediate policy for provision of immediate employment to the dependent of the deceased
employee on compassionate grounds. During the year 1993-94 (16 th – 22nd October) a week
Plant wide Strike took place on account of a conflict between CISF personnel and VSP
employees on the issue of an entry through the main gate. Subsequently, a gate monitoring
system was introduced with the officers in both line departments as well as staff departments
to monitor that such incidents do not recur.

As a preventive measure to arrest industrial relations problems a great

amount of persistence and preservence has been professed by the management in inculcating
a sense of positive discipline in the employees. It was also impressed upon them through
various HRD Programmes that the employees may act with restraint in all the matters and to
adopt only peaceful methods of representation. The employees have also come through the
stages of Construction, Commissioning and Operation and have been made to understand that
the pressure tactics, arm-twisting methods of work stoppages and stoppages of production
units would result only in deterioration of industrial relations and in no way help bring them
any solace.

The following shows Loss of Man days due to Industrial Relations Events in Year wise.

WORKERS PARTICIPATION IN MANAGEMENT

Workers Participation, also known as Labour participation or Employee

participation, in management is a concept shrouded with so much vagueness that for different
people, it has different meanings. The basic reason for this perceptual difference is due to
different pattern of practices and programmes adopted by various Countries for implementing
workers participation in management. Many Industrial Relations experts regard it as an
essential step involving redistribution of power between management and workers in the
direction of industrial democracy though there are differences of views over the content and
level of participation. The principal forms through which workers participate are Information
sharing, Joint consultation and Suggestion schemes.

The various forms of workers participation in management have assumed great importance
these days because it serves the following purposes

• Reduced industrial unrest

• Maintaining good Industrial Relations

• Higher productivity
WORKERS PARTICIPATION IN VISAKHAPATNAM STEEL PLANT

Management of Visakhapatnam Steel Plant also facilitates Workers Participation which

secures a right for the recognised union in representing their views and opinions regarding
production, safety, canteen and township development etc., through the formation of different
Committees at Shop floor and Plant level. But these committees constitute the
representatives of recognised union, leaving behind the opinions of the other unions that
constitute to around 60% of employees. This lead to the inter-union rivalry as the non-
recognised unions were set aside without being consulted regarding the policy matters,
creating difficulties in implementation of issues that was settled through negotiations.

EMERGENCE OF JCM

To overcome this limitation an alternative method called “Joint Consultative

Machinery” was introduced. Joint Consultative Machinery constitutes representatives of all
the unions, which got more than 15% of the total votes polled during the union elections.
Their number will be equal to the management representatives being nominated by the
organisation. This facilitated the non-recognised unions too in presenting their opinions. The
total numbers of union representatives are equally divided among the unions having more
than 15% of the polled votes. Joint Consultative Machinery extends its scope in the areas like
production, productivity, quality, safety, corporate affairs, work related issues, incentives,
deployment/re-deployment, job rotation etc., According to the terms of settlements
departmental safety committees with an apex plant level safety committee were being
constituted to lookafter all issues relating to safety. And each department of the organisation
constitutes Joint Consultative Machinery to discuss production, welfare and so on covering
all the matters of employees and management. In addition, a company levels Corporate
Business Information Forum (CIBF) to discuss functional aspects of Visakhapatnam Steel
Plant with the participation of top management and senior representative of major unions.
Facilitating all the major unions in Joint Consultative Machinery helped a lot in diminishing
the Inter-union rivalry and led to the establishment of peaceful Industrial Relations climate.

But, Joint Consultative Machinery works only when the recognised union co-operates with
other union. CITU, when in chair, accepted to share it but, AITUC didn’t so, as a result of it,
Joint Consultative Machinery came to standstill. This non-performance of Joint Consultative
Machinery led to the establishment of Participative Fora in a different from.

The various Participative Committees formed by the management along

with the statutory committees constitute representatives from management as well as from
recognised union, in equal numbers. These representatives carry on the functions of these
Committees that include provident fund trust, sports council, town development committee,
community welfare centre etc. The various Participative Committees with number of
members, scope of function, periodicity of the meeting and chairman/convernor of the
committees are shown in the Table.

GRIEVANCE MANAGEMENT

Grievance is a state of dissatisfaction over some issues related to

employment. Generally, expression of this dissatisfaction in oral form is known as complaint
while in written form it is known as grievance. In the organisational settings, employees may
have some grievances against employers, in the same way, employers may have grievances
against employees. Grievance Management is very essential to maintain good Industrial
Relations, which increases productivity and effectiveness of an organisation. Grievance
should be redressed by adopting proactive approach rather than waiting for the grievance to
be brought to the notice of management. In many cases, even the proactive approach of
management for removing the causes of grievances may leave some scope for the emergence
of grievances. For handling such grievances, a Grievance Handling Machinery, known, as
Grievance Procedure is required. The Grievance Procedure is a problem solving, dispute-
settling machinery which has been set up following an agreement to that effect between
labour and management. It is the means by which a trade union or an employee makes and
processes his claim that there has been a violation of the labour agreement by the company.
Grievance Procedure is a device through which grievances are settled, generally to the
satisfaction of employees/trade union and management.

Grievance Redressal Procedure at VSP

The objective of Grievance Redressal is to provide easily accessible machinery

for settlement of grievances of executives and to adopt measures as would ensure expeditious
settlement of grievances leading to increased satisfaction on the job and resulting in improved
productivity and efficiency of the organisation. In Visakhapatnam Steel Plant the Grievance
Procedure consists of 3 stages, they are

Stage-I

An aggrieved employee shall send his grievance to his Head of the Department within
a period of 3 months of its occurrence. The Head of the Department will give a personal
hearing and try to resolve the grievance at his level and intimate his decision to the aggrieved
employee in writing within a week.

Stage-II

If the aggrieved employee is not satisfied with the reply of Stage-I authority or has
not got a reply within the stipulated time, he may submit his grievance to the Divisional
Head. The Divisional Head concerned shall go through the Grievance and settle the same at
his level. The decision taken shall be communicated in writing to the aggrieved employee
within 15 days of receipt of the grievance.

Stage-III

If the aggrieved employee is not satisfied with the reply of Stage-II or has not got
reply within the stipulated time, he may address his grievance to the Grievance Council. The
Grievance Council shall examine the Grievance in detail and give their recommendations
before the end of the month following the month in which the grievance council receives the
representation. The aggrieved shall have the right to represent his grievance before Chairman-
cum-Director direct if his grievance is not settled to his satisfaction at Stage-III or within the
time limits as prescribed under the Company’s Grievance Redressal Procedure.
The Machinery for Grievance Redressal at Departmental Level, Plant Level and Company
Level shall consists of

INDUSTRIAL RELATIONS AND ITS IMPACT ON PRODUCTION AND

PRODUCTIVITY

Industrial relations do not emerge in Vacuum they are born out of

“employment relationship” in an industrial setting. It is the Industry which provides the
environment for industrial relations. The Production and Productivity of an Organisation
depends upon the type of Industrial Relations or the events that take place in an organisation
which are harmful to industrial relations.In Visakhapatnam Steel Plant the Total Man days
lost was 1,87,015 due to various Industrial Relations events that took place in the last ten
years. 47% of the total man days were lost i.e., 87,795 lost due to Plant-wide Strike from
16.10.93 to 22.10.93 on account of a conflict between Central Industrial Security Force
Personnel and Visakhapatnam Steel Plant Employees on the issue of entry through Main
Gate. Subsequently gate-monitoring system was introduced with the Officers in both Line
Departments as well as Staff Departments to monitor and see that such events do not re-
occur.37% of the total man days were lost i.e., 69,195 lost due to accidents that took place in
different departments in the last ten years.16% of the total man days were lost i.e., 29,922 lost
in the last ten years due to the following incidents.

• Demanding adequate Safety measures at working places

• Demanding revision of Incentive/reward schemes

• Oppossing Dis-investment policy of the Central Government

But the Impact of Industrial Relations events on Production was not so severe in the last ten
years. The Production details of the company shows that the production was increasing
continuously in the last ten years. If the events did not take place may be the production
would have further increased.When it comes to Productivity, the impact of Industrial
Relations events on Productivity was not so severe. The Productivity details of the company
shows that the productivity was increasing continuously in the last ten years. If the events
did not take place may be the productivity would have further increased.

Visakhapatnam Steel plant being one of the Integrated Steel Plants in the Country. The loss
of production in one department will affect the other department and the cost of loss of
production is also depends upon the type of manufacturing department. If it is a major
production unit the loss is very severe if it is a service unit the loss is less.

The Production and Productivity of an Organization is good when there is a

good Industrial Relations. The Industrial Relations would be good when the management
provides safety measures, incentives, good internal communication and good welfare
activities to the employees. At the same time the Trade Unions should also function
effectively to improve the Industrial Relations.

SOCIAL SECURITY MEASURES:

Purpose:
SI.N NAME OF THE Representati PERIODIC Chairma No. of
O FORUM SCOPE ves ITY OF n/ Comm
OF Mgmt / THE Convenor i-ttees
FUNCTIO Workers MEETING
N
01 CENTRAL To maintain 17 17 Once in 3 ED(W)/ One
SAFETY proper months DGM(Saf for
COMMITTEE safety and ety) Plant
health at and
work and to one Pit
review Safety
periodically Comm
the i-ttee
measures for
taken on Each
that behalf Mine
and to work
in line with
the
provisions
laid down
in the
Factories
Act, 1948
02 CANTEEN Closely 05 05 Once in a I/c. Plant One
MANAGING monitor Month/ or Per./In-
COMMITTEE functioning as required. charge
of the Canteens
different
(15)
canteens in
the
Company
03 SHOP FLOOR To discuss 7 to 7 to Once in a Concerned (35+2)
COOPERATION and sort out 10 10 Month HOD/Zon includi
COMMITTEE day to day al Pers. ng
shop level Exec. mines
issues.
04 SHOP FLOOR To discuss 7 to 7 to Once in a Concerned (35+2)
SAFETY Shop floor 10 10 Month HOD/Dep includin
COMMITTEES issues t. Safety g mines
related to Rep.
Safety, Fire
and
Occupation
al Health
and to take
decisions
for
ensuring
 safe
working
conditions
and safe
practices.
05 PROVIDENT To 04 04 Once in a GM(F&A) One
FUND TRUST supervise Month
and
administer
the
functioning
of
Provident
Fund of
VSP.
06 VSP SPORTS To lay 10+ 12 Once in two GM(CP& One
COUNCIL down 02* months C)/
policies on DM(Sport
sports and s)
organise
sports
activities in
the
Company
07 TOWN For 16 16 Once in a DGM(TA) One
DEVELOPMEN developme Month -I/c /
T COMMITTEE nt of AGM(Est
Company ate)
Township
in the areas
of housing
maintenanc
e,
shopping,
infrastructu
re facilities
etc.
08 SUPERANNUA To provide 07 05+ Once in a GM(F&A) One
TION BENEFIT provision 02* Month /
FUND TRUST for social DGM(CP
security &C)
needs of
the
employees
and
administeri
ng
Superannua
tion Benefit
Fund
 Scheme
09 COMMUNITY To provide 10 20 Once in President (6+2)
WELFARE recreation, Month /or as & Secy. includi
CENTRES conduct and when Rep. Of ng
sports & required Mgt/ mines
games and Rep. Of
cultural Union
activities
for the
benefit of
the
residents of
respective
colonies.
10 APEX To discuss 11 11 Once in CMD/ One
INFORMATION all quarter DGM(P)-
FORUM corporate CER &
issues NW
including
matters
relating to
its
production,
productivity
, expansion,
Financial,
Marketing
and various
initiatives
taken in the
present
business
scenario
that has a
strong
bearing on
the
company.

To have a comprehensive scheme of joint participation and to provide for a structured forum

for discussions with the Worker’s Representatives, i.e., Recognized Union to sort out work

related issues including welfare matters and to provide wider participation among workers in

managerial activities Participative committees at company level in matters like Safety,

Production, Canteen, Welfare, Sports, Recreation, etc., are being constituted with

representatives of Management and Workers.

PLANT LEVEL The forum is 1 1 Once ED(W)/ On

1 PRODUCTION for 2 2 in DGM(P)-PP Ic e
1 AND information quarter
PRODUCTIVIT sharing and
Y COMMITTEE not for
collective
bargaining.
All issues
pertaining to
plant such as
production,
productivity,
breakdowns
and
maintenance
etc shall be
discussed to
improve the
production
and
productivity
within the
rules and
policies of
the company.
1 MEDICAL The forum is 9 9 Monthl GM(M&HS)/ On
2 COMMITTEE for y CS(Micro) & I/c e
information Med.Admn
sharing and
not for
collective
bargaining.
Issues
pertaining to
quality of
treatment,
availability
medicines,
control over
empanelled
hospitals,
welfare
related issues
 of employees,
reimburseme
nt benefits
etc.

1 CORPORATE The forum is 9 9 Bi- DGM(CSR)/ On

3 SOCIAL for monthl MGR(STAFF)/CSR e
RESPONSIBILIT information y
Y COMMITTEE sharing and
not for
collective
bargaining.
All issues
pertaining to
implementati
on of CSR
activities and
initiatives
shall be
reviewed.
Information
sharing shall
be within the
scope of
activities
including
suggestions
by the
members
restricted to
the CSR
policy of the
company.

1 MARKETING & The forum is 1 1 Bi- DGM(Mktg)/Sr.Mgr(Mk one

4 FINANCE for 0 0 monthl tg)
INFORMATION information y
SHARING sharing and
COMMITTEE not for
collective
bargaining.
Issues
pertaining to
marketing
performance,
financial
achievements
and initiative
 shall be
discussed.
Information
sharing shall
be within the
scope of the
functioning
of respective
departments
and within
the policies
of the
company.

1 MINES The forum is 1 1 Once GM(Mines)/ On

5 COORDINATI for 0 0 in Mgr(Admn.)-Mines e
ON information quarter
COMMITTEE sharing and
dissemination
and not for
collective
bargaining. It
may discuss.
The issues
relating to
performance
of mines like
production,
despatch,
action plan to
make up
short fall if
any , cost
reduction,
wastage etc.
Such other
aspects as the
Chairman
may desire to
discuss.

Objectives:

Central Safety committee :

To promote cooperation between the workers and the Management in maintaining proper
safety and Health at work and to review periodically the measures taken in that behalf.
To provide a safe and healthy working environment to all employees.
To elicit the fullest cooperation of the employees through their representatives at the
different bipartite forums in effectively implementing the occupational Health and Safety.
Policy of Visakhapatnam Steel Plant (VSP).
Ensuring implementation and compliance of the statutory provision on Safety, Health and
Environment by the employees.

Canteen Managing Committee

To device suitable systems to ensure supply of food stuffs as per the prescribed standards
of quality and quantity.
To take suitable measures to ensure efficient functioning of the Canteens in all respects,
to provide best possible service to the employees during the prescribed hours of working.

Provident Fund Trust

To supervise and administer the functioning of Provident Fund of VSP.

VSP Sports Council

• The laid down policies on sports and organize sports activities in the Company.
• The main objectives of the VSP Sports Council shall be:
• To promote sports and games in Visakhapatnam Steel Plant.
• To spot the sports talent from among the employees and VSP School Children
• To provide facilities and opportunities to improve the talent
• To encourage the sports talent by conducting periodical tournaments
• To co-ordinate with Steel Plants Sports Board (SPSB) and participate in the
tournaments conducted by SPSB and also conduct tournaments under the auspices of
SPSB.

Town Development Committee:

For development of Company Township in the areas of Housing, Maintenance,

Shopping, Infrastructure facilities etc.,

Superannuation Benefit Fund Trust:

To provide provision for social security needs of the employees and administering
Superannuation Benefit Fund Scheme

Community Welfare Canters:

To provide recreation, conduct sports & games and cultural activities for the benefit
of the residents of respective colonies.

Apex Information Forum

 • To share and disseminate information relating to the business of the company.

• To help in developing commonality of perception about the affairs of the

company.

• To elicit the cooperation of the employees through the unions in appreciating

the given business situation.

Plant Level Production & Productivity Committee:

• To share and disseminate information relating to the production and

productivity of the Company.

• To elicit the cooperation of the employees through the union in reaching the
production
• Target of the company and to seek the cooperation of the employees to achieve
the Vision, Mission and Objectives of the company.

Medical Committee:

To share and disseminate information relating to extending medical benefits to Employees

and their dependents including referral for specialized treatment. To elicit co-operation of the
employees through the union in over all improvement/development of the department.

Corporate Social Responsibility Committee:

• To share and disseminate information relating to the activities of the company.

• To elicit the cooperation of the employees through the union in over all
• Implementation of CSR activities.

Marketing & Finance Information Sharing Committee:

• To share and disseminate information relating to the Marketing and Finance
Performance of the company.

• To elicit the cooperation of the employees through the union in order to

• Achieve the target of the company
Ines Coordination Committee:

• To share and disseminate information relating to the business of the company.

• To help in developing commonality of perception about the affairs of the company.
• To elicit the cooperation of the employees through the unions in appreciating the
given business situation.

Project Works Committee:

• To share and disseminate information relating to the business of the company.

 • To help in developing commonality of perception about the affairs of the company.
• To elicit the cooperation of the employees through the unions in appreciating the
given business situation.

Central Welfare Committee

• To share and disseminate information relating to non-statutory welfare

Schemes extended to the employees of the company.
• To elicit the co-operation of the employees through the union in implementing
• The non-statutory welfare scheme for effective implementation.

Control of non-confirming services:

The CER / Zonal Personnel Executives will carry out periodic evolution to identify
non-confirming services / records wherever necessary and take appropriate corrective
measures.

Shop Floor Cooperation Committees:

• The objectives of the Committees shall be

• To foster a climate of participation and cooperation in the Shop-Floor
• To develop among workers and shop-floor managers a spirit of collaboration and
mutual appreciation of problems and thereby promote better understanding
and harmonious industrial relations all throughout.
• To acquaint employees of the shop-floor with information relating to the
performance of the shop, its production and productivity and generate suggestions to
formulate action plans for improvement.

Shop Floor Safety Committees:

To discuss shop floor issues related to Safety, Fire and Occupational Health and to
take decisions for ensuring safe working conditions and safe practices.
 CERTIFIED STANDING ORDERS
SCOPE OF APPLICATION :
These Standing Orders will come into force from a date determined in accordance
with the provisions of Section 7 of Industrial Employment (Standing Orders) Act, 1946 and
shall apply to all the workman of the Establishments of Visakhapatnam Steel Project/Plant of
Rashtriya Ispat Nigam Limited and its Mines and Quarries.

DEFINITION:
In these Standing Orders, unless there is anything repugnant to the subject or
context.

COMPANY’ means the Visakhapatnam Steel Project/Plant and its Mines and Quarries of
Rashtriya Ispat Nigam Limited.

MANAGEMENT’ means the Chief Executive or the person in charge of the Visakhapatnam
Steel Project/Plant and other persons expressly or by implication deriving authority from him
or them or from the Company to act in matters relating to the Visakhapatnam Steel
Project/Plant.

‘PROJECT/PLANT’ means Visakhapatnam Steel Project/Plant and its Mines and Quarries.

‘WORKMAN/EMPLOYEE’ includes any person employed in the Project/Plant and Mines

and Quarries as defined in the Industrial Employment (Standing Orders) Act, 1946.
‘COMPETENT AUTHORITY’ means any Executive/Officer of the Company who by virtue
of his position has authority over the workmen, and/or is authorized /delegated to exercise
powers in regard to matters covered under these Standing Orders.

‘AUTHORISED MEDICAL OFFICER’ means the medical officer of the Company and
includes any other doctor, medical officer or medical board nominated/authorized by the
management for the purpose of deciding medical fitness or otherwise of workmen for
employment/work in the Project/Plant.

‘NOTICE’ means and includes a notice in writing required to be given to a workman or

displayed on the Notice Board for the purpose of these Standing Orders.

‘NOTICE BOARD’ means the notice board specially maintained in a conspicuous place at or
near each of the main entrance to the works and at the Time Offices for the purpose of
displaying notice required to be posted or affixed under the provision of these Standing
Orders.

‘MINES’ will have the same meaning as defined in Sec.2(i) of the Mines Act, 1952 and will
include Quarries and Ores.

CLASSIFICATION OF WORKMEN:

Workmen shall be classified as:

a) Permanent d) Casual

b) Probationer e) Apprentice

c) Temporary f) Trainee

DEFINITION OF CLASSIFICATION:

a) ‘Permanent’ means a workman engaged to fill a permanent post in the regular

establishment of the Company and who has satisfactorily completed the prescribed
probationary period. On satisfactory completion of the probationary period, the same shall be
confirmed in writing by the Management.

b) ‘Probationer’ means a workman who is provisionally employed against a post in the

regular establishment of the Company with a view to ascertain his suitability for the post and
who is serving the probationary period.

c) ‘Temporary’ means a workman who has been appointed for a specified limited period or
for doing work of a temporary nature, or who is employed temporarily to handle an increased
volume of work of a temporary nature for a limited period.

d) A Casual Workman is a workman who has been employed on a work of casual nature.

e) ‘Apprentice’ means a learner who is paid a stipend and whose terms and conditions of

apprenticeship are governed by the provisions of the Apprentices Act, 1961 as amended from

time to time.
f) ‘Trainee’ means a learner who is engaged by the Company to undergo training in terms of
an agreement of contract of training with stipend.

PROBATIONARY PERIOD:

(a) The period of probation of a workman shall be for 12 months from the date of joining the

Company which may be extended for a further period or periods at the discretion of the

management for reasons recorded in writing. The period of extension of probation shall not

exceed six months which means the total period of probation shall not exceed 18 months. The

probationary appointment will cease and determined on the last day of the period of probation

when the workman has been informed in writing of the satisfactory completion of the
probation. In the absence of such intimation within one month from the date of completion of
the probation period, the workman shall be deemed to have satisfactorily completed the
period of probation on such last day.

(b) The probationary period shall include breaks due to sickness, accident, leave, lockout,
strike not being an illegal strike or involuntary closure of the establishment.

(c) If during the period of probation or during the extended period of probation, a workman is

charge sheeted for any misconduct or any disciplinary action is under contemplation, the
period of probation or extension of probation shall be deemed to have been extended till the
conclusion of the disciplinary proceedings. If, as a result of proceedings, the workman is not
found guilty of the charges, his probation shall be declared with effect from the due date of
completion of probation period or extension of probation period and increment due to him
shall be released with effect from the due date. If as a result of disciplinary proceedings, the
workman is found guilty of the charges, he shall be awarded punishment as per Standing
Orders.

PROBATION ON PROMOTION TO A HIGHER POST:

(a) The workman on promotion to a higher post shall be on probation for a period of six
months.

The workman shall be deemed to have been confirmed in the post unless he is informed in

writing by the management that he is not found suitable and thus reverted to his lower post
either

before the completion of probationary period or/and within one month from the date of

completion of probationary period. The workman may at any time during the probation
period

be reverted to his lower post by a written order by assigning reasons.

(b) Probationary period shall include breaks due to sickness, accident, leave, lockout, strike
not being
an illegal strike or voluntary closure of the establishment.

MEDICAL FITNESS AND EXAMINATION AND TERMINATION OF

SERVICE ON
MEDICAL GROUNDS :

No person shall be appointed except with a certificate in the prescribed manner from the
Authorized Medical Officer for the purpose of deciding his physical fitness or otherwise for
employment. If during service, a workman is found permanently unfit by the Chief Medical
Officer, he will be liable to be discharged from service, provided that where any such
employee so desires, he shall be referred to a Medical Board of three officers, set up by the
Management, on payment of Rs.10/- by the employee, which shall be refunded to him if the
employee is declared fit by the Board. The Board’s decision shall be final in this regard.

DATE OF BIRTH :

(a) Every workman shall indicate his exact date of birth to the employer or the officer
authorized by him in this behalf, at the time of entering service of the establishment. The
employer or the officer authorized by him in this behalf may, before the date of birth of a
workman is entered in his service card, require him to supply :-

(i) His matriculation or school leaving certificate granted by the Board of Secondary
Education or similar educational authority; or

(ii) A certified copy of his date of birth as recorded in the registers of a Municipality, local
authority

or Panchayat or Registrar of Births;

(iii) in the absence of either of the aforesaid two categories of certificates, the employer or the
officer authorized by him in this behalf may require the Workman to supply, a certificate from
a Government Medical Officer not below the rank of an Assistant Surgeon, indicating the
probable age of the Workman provided the cost of obtaining such certificate is borne by the
employer;

(iv) Provided that the employer will have the right to refer the matter to a Medical Board to
be constituted for the purpose if considered necessary.

(b) The date of birth of a workman once entered in the records of the Establishment shall be
the sole evidence of his age in relation to all matters pertaining to his services including
fixation of date of his retirement from the service of the Establishment.

APPOINTMENT CONDITIONS:

• A workman shall devote his whole time and attention of his duties and shall not carry
on or be concerned in carrying on any other business or occupation whatsoever with
or without remuneration during the period of service.
• No workman while in the service of the Company shall accept any other employment or
undertake any other service or profession with or without remuneration either direct or
indirect without permission. No private practice or part-time engagement shall be
 allowed. This, however, shall not apply to participation of a workman in voluntary
organizations related to social, cultural and sports activities. All Workmen shall abide by
such rules, regulations, orders, directions and instructions as are in force or as the
Management may frame from time to time governing the terms of employment,
conditions of service, pay and allowances etc., relating to matters included in the
Schedule to the Industrial

• Employment (Standing Orders) Act, and shall eschew all wasteful work practices and
obey all such orders and directions as they may receive from their superiors

• All workmen shall accept the necessity of measures of rationalization and the Company
shall be entitled to introduce such measures so as to improve the Company’s overall
standard of efficiency, by reducing costs and increasing its productivity subject to
provisions of Industrial Disputes Act.

• All workmen shall observe constitutional means and shall eschew agitational steps
and/or concerted actions or any other means which may have the effect of interrupting
or disrupting the work of the Company and/or the normal functioning of the various
departments/divisions/sections/offices and/or the operation of different services in the
Company or which may have the effect of causing damage, delays, inconvenience etc., to
the Company’s services.

• Workmen shall perform all such duties as are related to his job and all duties incidental
and ancillary thereto which the management shall lay down and/or assign from time to
time. Such duties, however, shall not include jobs which are substantially lower or
different in nature and content than the level/category to which workmen belong.

• No workman shall during working hours engage himself in any work other than that
entrusted to him by the Company.

• No workman shall interfere in or hinder performance of Company’s duty to enforce

discipline.

• No employee owning a house in his name or in his spouse’s name shall let out the same
to a foreigner/foreign mission, foreign organization (including international
organization) without prior approval of Competent Authority.

Every employee shall at all times

(i) Maintain absolute integrity;

(ii) Maintain devotion to duty; and

(iii) Conduct himself at all times in a manner which will enhance the reputation of the Company.

TRANSFER OF WORKMAN :
• A workman may be transferred according to exigencies of work from one shop or
department to another or from one station to another or from one establishment to
another under the same employer. Provided that the wages, grade, continuity of service
and other conditions of service of the workman are not adversely affected by such
transfers.
 • Provided further that a workman is transferred from one job to another, which he is
capable of doing, and provided also that where the transfer involves moving from one
State to another such transfer shall take place, either with the consent of the workman
or where there is a specific provision to that effect in the letter of appointment, and
provided also that (i) reasonable notice is given to such workman, and (ii) reasonable
joining time is allowed in case of transfers from one station to another.

• Provided further no transfer of a workman from one place to another shall be made
‘malafide’ under the guise of management policy.

ACTING :
A workman may be required to act in a higher post when ordered to do so
without, however, conferring on such person any right to the said higher post. Acting allowance
shall be admissible in case of workman engaged in a manufacturing process (as defined in
Factories Act) when they act in another higher grade or post of skilled, semi-skilled or technical
nature for not less than one day and in case of other workman as/when the vacancy is not for
less than 7 days.

IDENTITY BADGE :
• Every workman will be supplied with an Identity Badge and/or other means of
identification. 10.2 Every workman shall take utmost care to ensure against loss or theft
of the Identity Badge. Loss or theft of the badge shall be immediately reported in writing
to the workman’s supervisor and the issuing authority. Replacement of Identity Badge in
case of loss or theft will be charged at Rs.10/-. However, for old damaged Identity
Badges, fresh badge will be issued by the Management free of cost. Workman shall also
be responsible for obtaining fresh badge free of cost when the old one becomes
indecipherable.

• The Identity Badge shall be retained by the workman and shall not be parted with or
transferred to another person. The badge shall be shown on demand to the Security
Personnel or any Executive Officer of the Project/Plant or any person authorized by the
management.

• Every workman shall wear identity badge or other means of identification in a

conspicuous position on his dress and/or hold the same in his custody while on duty as
directed by the management from time to time. Any workman failing to comply with this
shall be liable to be shut out or asked to leave or be removed from the premises if he has
already entered the premises.

• Every workman shall on suspension, resignation, termination, superannuation or on

dismissal from service surrender to the Competent Authority the Identity Badge along
with all other items and materials that belong to the Company and entrusted to him or
which are in his possession.

ENTRY AND SEARCH :

• No workman shall enter or leave the premises except by the gate and/or entry/exit place
provided for the purpose.
 • Any workman while entering or leaving the premises or at any time may be searched by
the Security Personnel or any other person authorized for the purpose, provided that
women shall be searched only by women.

• Every workman shall show his identity badge on demand to the Security Personnel
and/or Time Office Personnel on duty or to any Executive/Officer of the Project/Plant or
any other Person authorised by the management while passing through the entry/exit
gate and/or places provided and/or on demand by the above at any other place within
the premises.

• A workman shall not leave the place and/or places of work during working hours
without permission of the Competent Authority.

• No workman who is found to be under the influence of alcoholic drink or drug or

suffering from contagious or infectious disease or in possession of any article prejudicial
to the security of the Project/Plant or other workmen or deemed by the Competent
Authority to be likely to create disturbance shall enter or be allowed entry into the
premises although otherwise entitled to do so. If such a workman is already in the
premises, he may be asked to leave the premises by the Competent Authority, who shall
have the right to remove such workmen from the premises.

• No workman shall bring with him into the place of work article of any kind which is
capable of being used in connection with the work of the Project/Plant without
permission of the Competent Authority. The Management reserves the right to regard
any such article found in the possession of any workman whilst in the premises as the
property of the Company and in the wrongful possession of the workman. Security
Personnel and/or any other person authorised by the management shall have the right
at any time to open and search any packets, bundle, cover etc., carried by a workman
within the Project /Plant/Premises and/or entrances and exits thereof.

• No workman shall enter his place of work more than half-an-hour before
commencement of his prescribed duty hours nor shall any workman remain in his place
of work more than half-an-hour after the end of his prescribed duty hours, unless
required by the Competent Authority.

PERIODS AND HOURS OF WORK :

• The working hours for a workman shall be forty eight hours in any week excluding hours
of intervals subject to provisions of Factories Act, 1948 and Rules. Notice showing the
hours of periods of work for every class or group of workmen in the Company for each
shift shall be displayed on the Notice

• Board. Workman shall be required to work the whole or part of subsequent shift beyond
his schedule hours of work in case of necessity, subject to payment of over time as per
rule and subject to modifications in future settlement between the Union(s) and
Management.

• Time as per the clock kept at the entrance to the place or places of work will ordinarily
be taken as the correct time for purposes of attendance.
SHIFT SYSTEM :
• The management shall lay down shift systems or revise from time to time the shift
arrangements both in regard to the composition of shifts, personnel thereof as well as
the shift timings according to the exigencies of work, subject to provisions of law in
force.

• The management may require any workman to work in any shift according to the
exigencies of work.

• No workman shall leave his place of work unless properly relieved.

SHIFT WORKING : SUBJECT TO THE PROVISIONS OF I.D.ACT :

• At the discretion of the management more than one shift may be worked in a
department/division/section/office of the Project/Plant. If more than one shift is
worked, the workman shall be liable to be transferred from one shift to another.

• whenever a shift is re-started or shifts are altered or discontinued, the management

shall give a week’s notice to workmen except when this is done under the following
circumstances :-

• If the establishment is a seasonal one where work is carried on intermittently; or

• If the closing of the shift is under an agreement; or

• If as a result of closing of the shift no permanent workman will be retrenched; or

• If the closure is due to circumstances beyond the Management’s control.

STOPPAGE OF WORK AND CLOSURE :

• The management may close down either wholly or partially any
department/division/section/office which is affected either directly or indirectly by
workmen stopping work. The workmen concerned shall be given such notice as may be
possible both of closing down and resumption of work. The notice of closure and
resumption of work under this Standing Orders shall be displayed on the Notice Board at
the main entrance or in the department/division/section/office concerned. The copy of
notice shall be sent to the Recognized Union.

• In the event of a strike or slowing down of work or any, concerted action leading to
interruption of normal work the Company may close down either wholly or partially any
department/division/section/office. When closure occurs notice shall be displayed on
the Notice Board at the main entrance to the place or places of work as soon as
practicable. When work is to be resumed, notice of resumption will be displayed at the
main entrance to the place or places of work.

• The management may, at any time or periods of time, stop or shutdown any work,
department/division/section/office wholly or partially or lay-off any number of
workmen for any period or periods without notice, in the event of the fire, epidemic, civil
commotion, catastrophe, shortage of power or due to any natural calamity.

• The Management may at any time in the event of breakdown of machinery, reduction of
shifts,
 • adverse trade conditions, periodical repairs, reconstruction or extensions or any other
causes beyond the control shall shut down any works, department or section, wholly or
partially for a period or periods of lay-off any number of workmen subject to the
provisions of the Industrial Disputes Act, 1947. The fact of such stoppage or shut down
shall be notified by notice posted on the Notice Board.

• In the event of stoppage or shut down for any of the causes mentioned above, other than
a lock-out or strike :

• If occurring during working hours the workman affected shall be notified by notice on
the Notice Board as soon as practicable when work will be resumed and whether they
are to remain or leave the place of work. The workman shall not ordinarily be required
to remain for more than two hours after the commencement of the stoppage. If the
period of detention does not exceed one hour, the workmen so detained shall not be paid
for the period of detention. If the period of detention exceeds one hour, the workmen so
detained shall be entitled to receive wages for the whole of the time during which they
are detained as a result of stoppage. No other compensation shall be admissible in case
of such stoppages. Whenever practicable, notice shall be given for the resumption of
normal work subject to the provision of I.D.Act, 1947.

• If the management is unable to provide work for all or any of the workman affected, the
management shall be entitled without notice, to lay-off from work or duty all or any such
workman as the management may select for the period or periods of time.

• In the matter of retrenchment, the provisions of the Industrial Disputes Act, 1947 and
Rules framed the render by the appropriate Government, as amended from time to time,
shall be followed.

PAYMENT OF WAGES DURING EMPLOYMENT :

• Workmen will be paid monthly, either in cash or by cheque at the option of workmen on
a working day during working hours, on or before the tenth day of the month, for the
work performed during the preceding month. Subject to provision of Payment of Wages
Act, every workman shall be given a wage slip showing the employee number and the
gross and the net amounts payable to him for the wage period and also authorised
deductions made from his wages.

• Any wages due to workman but not paid on usual pay day on account of their being
unclaimed shall be paid on unclaimed wages pay day which shall be notified on the
Notice Board.

• A notice specifying the days on which wages are to be distributed shall be posted on the
Notice Board every month.

PUBLICATION OF WAGE RATES :

• Notice specifying the rates of wages payable to all classes of workmen for all classes of
work and dates from which the rates are in force shall be displayed on the Notice Board.

SAFETY RULES :
 • All workmen shall be required at all times to observe all safety rules, practices and
procedures as notified from time to time, and to use safety equipment and appliances as
prescribed and provided by management.

• In the event of accidents in the Project/Plant premises during working hours, it shall be
the duty of the workman to report the accidents to his superior who shall arrange for his
immediate medical attention.

SAFETY APPLIANCES AND DRESS REGULATIONS :

• Such categories of workmen as may be required and/or specified from time to time
shall, while on duty, use and wear safety appliances/dress/uniforms supplied to them.
Workmen who have been supplied with safety appliances/dress/uniforms shall
use/wear them in proper order while on duty and exercise proper care in maintaining
them in good condition.

• The management may also prescribe dress and personal safety regulations for some or
all categories of workmen. If a workman reports for duty with improper dress, he shall
not be allowed to work until he reports back for duty properly dressed and he shall not
be paid wages for the time so taken by him.

• Safety equipment and protective equipment provided by the Project/Plant are intended
for use inside the Project/Plant premises only and shall not be taken out without the
permission of the Competent Authority.

• All workmen shall conform to such regulations as may be prescribed by the management
from time to time relating to :-

(a) Cleaning/Washing before entering certain specified sections of work;

(b) Wearing uniforms;

(c) Lighting restrictions, restrictions on the use of certain kinds of clothing, medical and toilet

preparations and restrictions of similar nature.

ESSENTIAL SERVICES :
• No workman employed in essential services in the premises shall stop work. The
following services shall be considered as essential services :

• Watch and Ward, fire, safety and security services.

• All communication services including teleprinter, telex, telephone, wireless,

courier service etc.

• Essential Transport Services upto 10(Ten) vehicles including ambulances.

• Electric Power generation, transmission of supply.

• Water supply.

• Medical, Sanitation and Medical health.

• Essential maintenance services.

 • Continuous operation units.

• Essential services shall be maintained by the respective workmen working in the

respective department/division/section/office in the event of strike or lock out.

• All workmen shall comply with such regulations/instructions as may be framed from
time to time by the management, relating to residence of workmen in the case of
township or other places of accommodation, own or rented by the Company as may be
required in the interest of exigencies of work of the Company.

• No workman shall leave the Headquarters except with the prior intimation to the
Competent Authority.

LEAVE :
A workman (other than a Casual Workman, or Apprentice or a Trainee) will be entitled to leave as
follows :

EARNED LEAVE :
Every workman who has worked for a period of 240 days or more during a calendar year shall
be allowed, during the subsequent calendar year, leave for a number of days calculated at the
rate of one day for every twenty days of actual work performed by him during the previous
calendar year.

EXPLANATION :
For the purpose of this Standing Order

(i) Any days of lay-off by agreement or contract, as permissible under these Standing Orders,

(ii) Maternity leave to female workman not exceeding 12 Weeks,

(iii) The leave earned in the year prior to that in which the leave is enjoyed shall be deemed to
be days on which the workman has worked for the purpose of computation of the period of 240
days, but he shall not earn leave for these days. Weekly holidays and holidays as per orders 23
and 24 of these Standing Orders shall not be deemed as days on which the Workman has
worked. Leave admissible under this Standing Order shall be exclusive of all holidays whether
occurring during or at either end of the period of leave.

• A Workman whose service commences other than on the first day of January shall be
entitled to leave at the rate laid down in Standing Order 21.1.1, even if he has not worked
for the entire period specified in Standing Order 21.1.1 or 21.1.2 entitling him to earn
leave.

• In calculating leave, fraction of leave of half a day or more shall be treated as one full
day’s leave and fraction of less than half a day shall be omitted.

• If a workman does not in any one calendar year take the whole of the leave allowed to
him under Standing Order 1 or 2 any leave not taken by him shall be added to the leave
to be allowed to him in the succeeding calendar year; provided that the total number of
days of leave that may be carried forward to a succeeding year shall not exceed 30
provided further that if a workman has applied for leave but has not been given such
leave, he shall be entitled to carry forward the unveiledleave without any limit.
 • If the employment of a workman, who is entitled to leave under Standing Order 21.1.1 or
21.1.2 is terminated before he has taken the entire leave to which he is entitled, or if
having applied for and having not been granted such leave, the workman quits his
employment before he has taken the leave, he shall be paid leave salary in respect of the
leave not taken.

HALF PAY LEAVE :

• Every workman will be allowed half pay leave at the rate of twenty days for each
calendar year which may be granted for sickness on medical certificate from the
Authorised Medical Officer and/or for private affairs. In the first year of service it
shall be calculated proportionately according to the period of service put in by a
workman. This leave will be admissible only after completion of a calendar year.
Half pay leave may be accumulated upto 60 days only.

• The provisions of this section as far as they relate to earned leave and half pay
leave shall not operate to the prejudice of any right to which the persons
employed in the establishment may be entitled under any other law or under the
terms of any award, agreement or contract of service provides for a longer leave
with wages than provided in this section relating to these two types of leave, such
person shall be entitled only to such longer leave.

COMMUTED LEAVE :
• Commuted leave not exceeding half the amount of half-pay leave due may be granted on
submission of a medical certificate from the Authorised Medical Officer. The grant of this
leave is subject to the condition that :

• Twice the amount of such leave shall be debited against half pay leave due.

NOTE:

1. Leave admissible under the Standing Orders 21.2 and 21.3 shall be inclusive of all and/or any

holidays occurring during the periods of leave.

2. If and when the Employees’ State Insurance Scheme is made applicable to the workmen, the

benefit of half-pay leave and commuted leave under these Standing Orders will be discontinued.
 DATA ANALYSIS

&
INTERPRETATION

DATA ANALYSIS & INTERPRETATION OF OVER ALL

ANALYSIS
HYPOTHESIS

Keeping in view the vast achieving of production and targets to be fulfilled by large number of
employees in RINL (VSP).It is presumed that more or less cordial industrial relations must be
prevailing to continuously achieve.

OBJECTIVES:

1. Since VSP is a government sector origination having heavy production units, there will be a
streamed lined producer of IR management.

2. The vast work force indicates executive, non-executives who are educated will influence the
expected IR scenario.

3. since many of the jobs are offloaded taking the help of the contract laborer, the IR scenario is also
excepted to have multifold dimensions in the company due to the presence of many contract laborer

4. In view well established welfare measures, satisfactory wages and other fridge benefits, it is also
expected that the wants and demands of the employees at large may have a unique IR situations.

5. To study different mechanism adopted by the company in foreseeing the IR eventually for
maintaining balance to attain favorable IR situation.

METHOD:

1)BREAF BACK GROUND:- RINL(VSP) is a shore-based, highly technological steel plant where in
nearly 19000 regular employees and around 9000 contract workers discharged their duties in the
production activities round the clock. VSP is constructed in an area of around 24000 archers with its
main plant itself having been constructed within 10000 archers. It is an integrated steel plant with the
perceivable hazardous nature of duties and three prominent accepts like hazardous; hard and hot
nature of duties are mostly seen all shop floors. Employees are broadly divided into 2 groups that is
executives and non-executives. There are well-established producers and conditions of employment in
the origination. Since prier to establishing this plant at Vizag, there are a few other steel plants has
government under takings functions in different parts of the country.

2. SURVEY OF ADMINISTORATIO THROUGH QUESTIONAIRE:

Keeping in view in the vast achieving and also different nature of jobs performed, it is felt necessary
to fallow a few of the standardized procedure to have a scientific study. It is desired to have a random
access sampling method by collecting samples of response and information from various pockets of
sources. This is besides adopting interviewer method, interaction, observation etc...

A sample questioner has been prepared to have the desired response from the
subjects which was administered and evaluated for appropriated preparation of questioner. Taking into
consideration of all such inputs a questioner has been standardized into 22 statements with a 5 scale
response sheet.

The subjects will have 2 extreme response options and an option if they have no
information, it is also ensured to have the responses of different variables and the variables like
gender, designation, number of years of services etc have been designed into the questioner. Beside to
have appropriated response for evaluation, the statements also included the negative and positive
including for inclination appropriate information.

ANALYSIS:

Each questioner was administer to the subject by physically presenting it with a request to give their
immediate responses to each statement in one of the 5 options columns, in every case it was ensured
that subjects were kept desired and truthful responses from the subjects.
1) IR management machinery is very important in any large scale production industry like
VSP.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 162 75 5 1 0 243
RESPONDENT
S
PERCENTAGE 66.68% 30.86% 2.05% 0.41% 0% 100%
S

INTERPRETATION:
From the study and the survey it is clearly says that more than 97% of the
subjects have agreed that IR management machinery is very important in large scale industry
like VSP.
2) The dispute settlement procedure (collective bargaining) followed by the management in
VSP is able to resolve Industrial disputes satisfactorily.

a) Strongly agree b) agree c) cannot say d) disagree e) strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 23 160 40 15 5 243
RESPONDENT
S
PERCENTAGE 9.46% 65.85% 16.17% 6.17% 2.05% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that around 75% approx.. Agree that dispute
settlement in VSP is satisfactory. However around 16% could not says it. Approximately 9%
of the respondents says that dispute settlement procedure is satisfactory in their view.
3) The IR section and other Management machineries in VSP have been taking prompt action
in solving grievances of employees.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 15 135 49 34 10 243
RESPONDENT
S
PERCENTAGE 6.17% 55.56% 20.16% 13.99 4.12% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that around 62% of the respondents are agreed
that IR section and other management machinery in VSP are prompt in solving grievances of
employees. Whereas 20% of the respondents that they cannot say about the role of
machineries in VSP involved in grievance solving. Around 18% of the subjects are not agreed
about the grievance redressal are not prompt by the machineries in VSP.
4) The participative committees help in maintaining harmonious relationship between
employees and the Management

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 24 164 38 14 3 243
RESPONDENT
S
PERCENTAGE 9.87% 67.48% 15.65% 5.77% 1.23% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that around 77% of the people are accepted the
fact that employees participation with management will reduce IR related issues. However
15% of the subjects that they cannot say about the relations with employees participation
with management and IR issues. The remaining are not accepted about the employees
participation with management is not related to IR issues.

5) One Union in one Industry is healthier for the promotion of Industrial relations.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

 OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA
Y AGREE E T SAY E Y L
DISAGREE
NO OF 23 51 48 97 24 243
RESPONDENT
S
PERCENTAGE 9.46% 20.98% 19.77% 39.92% 9.87% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that around 50% of the subjects are not
accepting one union in the industry is healthier. Approximately 30% of the subjects accepting
the monopoly of union in VSP. Remaining cannot say about the one union in the industry is
healthier or not for the promotion of industrial relations.

6) The incentive schemes, awards, rewards introduced in VSP are additional welfare
measures to the employees to motivate them for more efficient discharge of duties.
a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 72 150 8 6 7 243
RESPONDENT
S
PERCENTAGE 29.63% 61.74% 3.29% 2.46% 2.88% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that more than 90% of the subjects
says facilities that are providing to the employees are more enough to motivate the employees
for efficient duties. Around 5% of the subjects says facilities that are providing to the
employees are not sufficient to motivate the employees for efficient duties.

7) Political interference in the activities of Trade Unions will be adversely effecting the
smooth relationship between the trade Unions and the Management
 OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA
Y AGREE E T SAY E Y L
DISAGREE
NO OF 57 125 39 16 6 243
RESPONDENT
S
PERCENTAGE 23.45% 51.44% 16.07% 6.58% 2.46% 100%
S
a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

INTERPRETATION:
From the study and survey it is clearly says that more than 75% of the subjects agreeing that
political interference will have any impact on IR scenario. 16% of the respondents cannot say
about the political interference on IR scenario. Remaining of the respondents are not agreed
with this.

8) When compared to other organizations, in VSP the Trade Unions have got a little role in
achieving demands, since management itself extends many benefits.
a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 8 95 58 75 7 243
RESPONDENT
S
PERCENTAGE 3.29% 39.09% 23.83% 30.88% 2.88% 100
S

INTERPRETATION:
From the study and survey it is clearly says that more than 43% of the respondents felt that the
Trade Unions have got a little role in achieving demands, since management itself extends many
benefits. Around 34% are not agreeing the statement whereas around 23% could not respond
on it.
9) Workers extend full support to the calls of Trade Unions on all occasions.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 20 88 67 62 6 243
RESPONDENT
S
PERCENTAGE 8.23% 36.21% 27.56% 25.54% 2.46% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that more than 45% of respondents felt that workers
respond to the trade unions. 27% of people cannot say about the statement. And approxmetely
27% disagreed.
10) Trade Unions must acquire much more knowledge and information to sit across to discuss
issues with the Management.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGLY AGREE CANNOT DISAGREE STRONGLY TOTAL

AGREE SAY DISAGREE
NO 52 142 29 20 0 243
RESPONDENTS
PERCENTAGES 21.39% 58.43% 11.95% 8.23% 0% 100%

INTERPRETATION:
From the study and survey it is clearly says that more than 80% of the subjects accepted with the
statement. Whereas 12% they could not say anything about it.

11) There should be more opportunities for the Trade Unions to associate in decision making
at different stages to improve all round performance of VSP.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 27 117 62 38 6 100
RESPONDENT
S
PERCENTAGE 11.11% 48.14% 19.36% 17.69% 3.7% 100%
S
INTERPRETATION:
From the study and survey it is clearly says that more than 60% of the respondents are accepted
the statement. It is interesting to say that around 20% have no knowledge about the statement.
And around 20% of the people has disagreed with the statement.

12) Employees' satisfaction is the key as a motivational factor for higher productivity and
performance.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 121 112 4 6 0 243
RESPONDENT
S
PERCENTAGE 49.79% 46.09% 1.66% 2.46% 0% 100%
S
INTERPRETATION:
From the study and survey it is clearly says that more than 97% of the respondents are agreed with
satisfaction of the employees play a key role as a motivational factor for higher productivity.

13) The present grievance redressed system may not be sufficient to resolve the individual
grievances of employees.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 20 117 62 38 6 243
RESPONDENT
S
PERCENTAGE 8.23% 48.16% 25.51% 15.64% 2.46% 100%
S
INTERPRETATION:
From the study and survey it is clearly says that more than 56% of the subjects agreed that the
redressal procedure is not sufficient to resolve grievances of employees. It is interesting to say 25%
of them are not has no knowledge about whether the grievances redressal system is sufficient or not.
The vote for the grievances redressal procedure is sufficient is said by more than 19%.

14) The Management is always pro-active in resolving the IR issues with cordial relationship
with the Unions.

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 17 128 49 40 9 243
RESPONDENT
S
PERCENTAGE 6.99% 52.67% 20.16% 16.48% 3.7% 100%
S
a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

INTERPRETATION:
From the study and survey it is clearly says that more than 60% of the samples proved that
management is always productive in resolving IR issues. Around 21% that they could not say about
the statement. 19% more or less does not agree the statement.
15) Contract Lab our issues in VSP are one of the important influencing situations on IR
scenarios.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 32 159 29 18 5 243
RESPONDENT
S
PERCENTAGE 13.16% 65.43% 11.93% 7.4% 2.08% 100%
S

INTERPRETATION:
From the study and survey it is clearly says that more than The subjects are well aware of the
influence of contract laborer on IR scenario. Since 79% has accepted. However 12% are could not say
about the contract laborer is one of the influencing factor on Ir situation or not. Remaining disagree
with the statement.
 DATA ANALYSIS
&
INTERPRETATION BASED ON
NO YEARS OF EXPERIENCE

1) IR management machinery is very important in any large scale production industry like
VSP.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 21 15 1 0 0 37
RESPONDENT
S BELOW 10
YEARS
EXPERIENCE
NO OF 141 60 4 1 0 206
RESPONDENT
S ABOVE 10
YEARS
EXPERIENCE
PERCENTAGE 56.76% 40.54% 2.7% 0% 0% 100%
S OF BELOW
10 YEARS
 EXPERIENCE
PERCENTAGE 68.44% 29.12% 1.96% 0.48% 0% 100%
S OF ABOVE
10 YEARS
EXPERIENCE

INTERPRETATION:
From the samples it is been declared that more or less 97% of respondence of both the
categories are agreed that IR machinery is needed in large scale production industry.

3) The IR section and other Management machineries in VSP have been taking prompt action
in solving grievances of employees.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
 NO OF 1 22 8 6 0 37
RESPONDENT
S BELOW 10
YEARS
EXPERIENCE
NO OF 14 113 41 28 10 206
RESPONDENT
S ABOVE 10
YEARS
EXPERIENCE
PERCENTAGE 2.7% 59.45% 21.64% 16.21% 0% 100%
S OF BELOW
10 YEARS
EXPERIENCE
PERCENTAGE 6.79% 54.85% 19.92% 13.59% 4.85% 100%
S OF ABOVE
10 YEARS
EXPERIENCE

INTERPRETATION:
62% of the respondence of both the categories eventually said that IR and other machinery in
VSP have a prompt action in solving grievance. Approximately 20% of both the experienced
people can’t say about the statement. Similarly 20% are disagreed with it.
4) The participative committees help in maintaining harmonious relationship between
employees and the Management

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 0 30 5 2 0 37
RESPONDENT
S BELOW 10
YEARS
EXPERIENCE
NO OF 24 134 33 12 3 206
RESPONDENT
S ABOVE 10
YEARS
EXPERIENCE
PERCENTAGE 0% 81.08% 13.52% 5.4% 0% 100%
S OF BELOW
10 YEARS
EXPERIENCE
PERCENTAGE 11.65% 65.05% 16.02% 5.83% 1.45% 100%
S OF ABOVE
10 YEARS
EXPERIENCE
INTERPRETATION:
From the above graph it is clear those 81% employees with below10 years experienced and
78% of employees above 10 years experienced. 14% of employees with below 10 years
experienced and 17% of employees with above 10 years experienced respondence cannot say
anything.

7) Political interference in the activities of Trade Unions will be adversely effecting the
smooth relationship between the trade Unions and the Management.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA

Y AGREE E T SAY E Y L
DISAGREE
NO OF 7 19 4 5 2 37
RESPONDENT
S BELOW 10
YEARS
EXPERIENCE
NO OF 50 106 35 11 4 206
RESPONDENT
S ABOVE 10
YEARS
 EXPERIENCE
PERCENTAGE 18.93% 51.35% 10.81% 13.51% 5.4% 100%
S OF BELOW
10 YEARS
EXPERIENCE
PERCENTAGE 24.27% 51.45% 16.99% 5.35% 1.94% 100%
S OF ABOVE
10 YEARS
EXPERIENCE

INTERPRETATION:
Comparing more than 5% of employees are with above 10 years experienced respondence
accepted the statement. 195 of employees with below 10 years experienced respondence and
67% of experienced respondence disagreed with the statement.

10) Trade Unions must acquire much more knowledge and information to sit across to discuss
issues with the Management.

a) Strongly agree b) Agree c) Cannot say d) Disagree e) Strongly disagree

 OPTIONS STRONGL AGRE CANNO DISAGRE STRONGL TOTA
Y AGREE E T SAY E Y L
DISAGREE
NO OF 8 21 7 1 0 37
RESPONDENT
S BELOW 10
YEARS
EXPERIENCE
NO OF 44 121 22 19 0 206
RESPONDENT
S ABOVE 10
YEARS
EXPERIENCE
PERCENTAGE 21.64% 56.75% 18.91% 2.7% 0% 100%
S OF BELOW
10 YEARS
EXPERIENCE
PERCENTAGE 21.35% 58.74% 10.67% 9.24% 0% 100%
S OF ABOVE
10 YEARS
EXPERIENCE

INTERPRETATION:
From the above graph it is clear that 80% of both the categories agreed with the statement
 CHAPTER-VI

FINDINGS

CONCLUSION
SUGGESTIONS

The subjects who have been requested to give their response to the statement in the
questioner were able to understand the views expressed in the statements and also 5 scale
options provided for this purpose. The observation and finding out of the analysis made as
above are as under.

• Employees are more or less aware of the concept IR, the influence and impact of IR
scenario’s

• The cause and remedies in the event of IR situation are also known to the employees.

• However, in specific instances for example the influencing factors and other such
issues which may have bearing over the IR scenarios are not totally known to
considerable no of employees.

• Employees are also aware about the machinery, in dealing with the IR situations.

• Many employees have shown their awareness with respect to the factors like know
ledged and experience, welfare measures and fridge benefits and other such schemes
will have effect over the IR situations in the company.

• With a small exemptions may have the know ledge of consequences with respective
employing contract laborer in IR related matters with respective to IR scenario in the
organization in terms to qualify in comparison to other industries many have shown
 their ignorance. This shows that there is no possibility of information from other
organizations to the employees of the company. Employees are also indicated the
knowledge about the functioning of trade unions and their role in the IR scenario.

CONCLUSION

• Beside administrating the questioner and tabulating the responses, efforts’ have been
made to interact with people with employees, senior executives, trade unions leaders,
interest groups. All the above methods have given arises to adequate information and
knowledge about the IR situation in VSP its basic nature, influencing factors, control
methods etc. Finally the following conclusions have been drawn out.

• The IR in VSP is more or less sound as can be also constructed because of fulfilling
the largest and tasks leading to achieving projected targets of production.

• Both management and unions have been functioning with responsibility due to which
the IR situations are kept under control. Employees are aware of different sections
responsibilities for managing the IR situations.

• In view of the above having adhered to the objectives of the survey and study the IR
situations at different times as on records of the company will reveal that the IR in the
company right from the begning is under efficient planning to take care of the
mammoth work force as such the hypothesis based on which the entire survey and
research was made has been proved to be correct

SUGGESTIONS

• It is better that Trade Unions should not have affiliation with Political parties.
• There should be a Grievance Handling Committee each at shop floor level and at
every departmental level. It should review its functions at regular intervals.
• There should be a proper and adequate two-way communication between
management and workers to increase the morale of both executives and workers and
ensure peaceful industrial relations and thereby achieve better production &
productivity.
• Leader’s development training programmers should be conducted to develop the
leadership skills.
• Trade unions should work with more responsibility towards overall organisationsl
growth than demanding only benefits for workmen.
• Implementation of all industial acts should be followed always in all cases and should
be imparted.
 • Multi union participation must be banned and only recognized unions should be
honoured for their tenure.
• Promotion policy of the non-executives must be improved.
• Industrial tours and HRD programs to be conducted for the employees.

BIBLIOGRAPHY
Websites:
• www.vizagsteel.com
• www.industrialrelation.com
• www.ask.com
• www.google.com
BOOKS:
• p.subbarao _- essentials of human resoures and industrial
relations
• MANAGEMENT OF HUMAN RESOURCES ---- L.M.
PRASAD

• HUMAN RESOURCE MANAGEMENT ---- Dr.P.SUBBA

RAO

• INDUSTRIAL RELATIONS ----

Dr.P.SUBBA RAO

• UNION MANAGEMENT RELATIONS AND GLOBALIGATION ------

C.S.VENKATA RATNAM
QUESTIONNAIRE ON INDUSTRIAL RELATIONS IN VSP
Please find here under a few questions/statements aimed for study and survey for academic
purpose. You are requested to please indicate your immediate response in one of the columns
against each question which in your opinion is most appropriate.

Name: _____________________

Designation: ________________

Department : ________________

No.of Yrs. Of experience: _________

S.No. Question/statement Strongly Agree Cannot

say
Disagree Strongly

agree disagree

1. IR management machinery is very important

in any large scale production industry like VSP.

2. The dispute settlement procedure (collective

bargaining) followed by the management in
VSP is able to resolve Industrial disputes
satisfactorily.

3 The IR section and other Management

machineries in VSP have been taking prompt
action in solving grievances of employees.

4 The participative committees help in

maintaining harmonious relationship between
employees and the Management.

5 One Union in one Industry is healthier for the

promotion of Industrial relations.
6 The incentive schemes, awards, rewards
introduced in VSP are additional welfare
measures to the employees to motivate them
for more efficient discharge of duties.

7 Political interference in the activities of Trade

Unions will be adversely effecting the smooth
relationship between the trade Unions and the
Management.

8 When compared to other organisations, in

VSP the Trade Unions have got a little role in
achieving demands, since management itself
extends many benefits.

9 Workers extend full support to the calls of

Trade Unions on all occasions.

10 Trade Unions must acquire much more

knowledge and information to sit across to
discuss issues with the Management.

11 There should be more opportunities for the

Trade Unions to associate in decision making
at different stages to improve all round
performance of VSP

12 Employees' satisfaction is the key as a

motivational factor for higher productivity
and performance.

13 The present grievance redressal system may

not be sufficient to resolve the individual
grievances of employees.

14 The Management is always pro-active in

resolving the IR issues with cordial
relationship with the Unions.

15 Contract Labour issues in VSP are one of the

important influencing situations on IR
scenarios.