Mba Report Part 1

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ACKNOWLEDGEMENT

It is a great pleasure to express my thanks and gratitude to all the persons

in ONGC, Dehradun where I got the chance, support and encouragement that

enabled me to conduct my study within the stipulated period of time.

My overriding debt goes to my project guide Mr. Ashish Mohan Dubey,

for his valuable guidance and suggestions without him the project would not have

seen the light of the day.

Thanks are due to all members of ONGC Tel Bhawan, Dehradun for their

constant guidance.

Last but not the least I am grateful and thankful to the faculty members of

our institute for their wholehearted support and cooperation and giving us right

direction to proceed.

ADITI

PREFACE

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As an integral part of the curriculum I, student of MBA, need to get

exposed to the Human Resource Environment to get a better understanding of

Human Resource Management by way of undergoing practical training.

I consider myself fortunate enough that I had an opportunity to join

ONGC Dehradun and undergo training at ONGC Tel Bhawan, for gaining

substantial knowledge of Industrial Relations Policies.

A progressive and forward-looking organization strives for the

improvement of the system and procedure so as to improve the organizational

effectiveness. ONGC is one of the pioneers in exploration, drilling and production

of Oil and Natural Gas.

Human Resource is the major asset of any organization. ONGC has

40,000 employees, management of such a vast number requires a proper mix of

human technical and conceptual skills to be effective and meet the organizational

goal.

In the present report, an attempt has been made to study Industrial

Relations Policies in ONGC.

CONTENTS

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ACKNOWLEDGEMENT

CERTIFICATE

PREFACE

MEANING OF PROJECT

OBJECTIVE OF THE PROJECT

SYNOPSIS OF THE PROJECT

COMPANY PROFILE

PROFILE OF ONGC

ONGC OBJECTIVE

RESTRUCTURING OF ONGC

HIERACHIAL LEVELS AT ONGC LIMITED

DIFFERENT CADRES IN PERSONNEL DEPARTMENT

STEPPING STONES OF ONGC LIMITD (1889-1994)

HISTORY OF CHAIRMAN

ONGC CLIENTELE

ONGC VISION AND MISSION

ONGCS SPECIALIZATION

HUMAN RESOURCE IN ONGC

ONGC HR VISION, MISSION & OBJECTIVES

HUMAN RESOURCE DEVELOPMENT

OBJECTIVES OF HRD

INSTITUTE OF MANAGEMENT DEVELOPMENT

ONGC VIDESH LIMITED

MAJOR FUNCTIONS OF HRD

A STUDY OF INDUSTRAIL RELATIONS POLICIES

I.R. AN OVERVIEW

ROLE OF I.R. IN ONGC

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I.R. SCENE IN ONGC

I.R. POLICIES IN ONGC

SCHEME OF EMPLOYEESS PARTICIPATION IN

MANAGEMENT OF REGIONAL AND PROJECT LEVELS

POLICIES FOR BIPARTITE MEETING

TRADE UNIONS

POLICY TO CONFER TRADE UNIONS IN ONGC THROUGH

SECRET BALLOT

LIST OF UNIONS OPERATING IN ONGC

CODE OF DISCIPLINE AND INDUSTRIAL RELATIONS

ASSOCIATION OF SCIENTIFIC & TECHNICAL OFFICERS(ASTO)

GRIEVANCE MANAGEMENT SYSTEM

POLICY OF EMPLOYMENT OF CONTINGENT EMPLOYEES IN

ONGC

ANALYSIS & INTERPRETATION OF QUESTIONNAIRE

SUGGESTIONS AND RECOMMENDATIONS

CONCLUSION

QUESTIONNAIRE FOR EXECUTIVES

QUESTIONNAIRE FOR EMPLOYEES

BIBLIOGRAPHY

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MEANING OF PROJECT

The word project has a great importance in the development of new

things, idea, or technique. The importance becomes specific for the academic

purpose. When the study is about management then it becomes more specific.

Each single alphabet of this word represents different management terms: -

P- it implies PLANNING. Planning gives the framework of future. It is apredetermined procedure about the future work.

R- it implies RESOURCES or the available means, which we will go ahead.

Resources have their own role in the development of any organization.

O- it implies OPERATION or the existing or adopted sequential procedure.

J- it implies JOINT EFFORTS which directly indicates towards coordination

or teamwork.

E- it implies EFFECTIVENESS. Every aspect of the project should be

effective.

C- it means to COLLECT, that is to bring together all the relevant things,

which are necessary to make any project effectiveness.

T- it implies TECHNIQUES. Without a new or developed technique, an

organization cannot complete in this highly changing environment.

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OBJECTIVE OF THE PROJECT

To study the various Industrial Relations Policies in ONGC and their

evaluation.

To define the problem with adequate data and through questionnaires.

To identify the shortcoming in management of Human Resource with

reference to the Industrial Relations Policies.

To suggest the areas which can be improved.

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SYNOPSIS OF THE PROJECT REPORT

The greatest strength of an organization regardless of its size and type of

business is its Human Resource. It is the most important asset of any organization.

Other resources are static if Human Resource does not activate them. With the

new development in the industrial field, the inextricably inversion relationshipbetween the management and the workers has changed from one of the masters

and servants to that of joint responsibility. The whole focus of IR has shifted from

adjudication to persuasion, moral pleasure and voluntary arbitration for settlement

of Industrial Disputes and promotion of collective bargaining. These are the sine

quanon of new era in Industrial Relations. Thus the primary objectives of

Industrial Relation are securement and maintenance of high level of harmony,

mutual understanding, goodwill and cooperation and collectives

According to Dale Yoder, the term Industrial Relation has been described

as the relationship between management and employees or among employees

and their organization that characterize or grow out of employment.

Many factors affect IR in an organization. Some of them are:

1. Institutional factors:

These include items such as the State Policy, Labor Laws,

Voluntary Codes, Collective Agreement, Labor Unions, Employers

Organization, etc.

2. Economic Factors:

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These include economic organizations of socialist, capitalist,

communist, individual ownership, company ownership,

government ownership, nature and composition of labor force,

power of labor and sources of supply and demand in labor market.

3. Technology factors:

These include techniques of production, modernization and

rationalization scheme, capital structure, etc, external factors as

international relations, global conflicts, dominant socio political

ideologies and operations of international Labor Organizations also

influence Industrial Relations in a country.

Maintenance of a good human relationship is the main theme of industrial

relations because in its absence the whole edifice of organizational structure may

collapse. Personal actions are no longer solely a matter of management discretion.

The provisions of the union contract often govern them and the union is there to

observe that management follows these policies rather than by Off-the-Cuffs

decisions.

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COMPANY PROFILE

Both as a modest corporate entity with in serene Himalayan setting on 14th

August 1956 as a Commission, through an act of Parliament was converted into a

statuary body on 15th October 1959, has grown into full-fledged horizontally

integrated upstream Petroleum Company. Today, ONGC is a flagship public

sector enterprise and Indias highest profit making corporate. ONGC is premiere

organization in India engaged in the exploration of hydrocarbons. ONGC

contributes about 90% of Indias crude oil petroleum.

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PROFILE OF ONGC

In the very first well drilled at Cambay, ONGC discovered oil in 1958.

The first major discovery for ONGC was in Ankleshwar, Gujarat (1960). It was

followed by discoveries in Rudrasagar, Lakwa & Geleki fields of Assam.

However, it was in 1974 that ONGC discovered the Bombay high field, which

dramatically altered the oil scenario of India. Commercial oil production began

just two years later in May 1976 & in 1978 Oil & Gas from Bombay high came

ashore. Another significant gas delivery by ONGC in June 1975 in Tripura.

ONGCs exploratory efforts continue to yield dividend in the 80s.

Significant discoveries were made at Gandhar (Gujarat), Neelam, Mukta, in

western offshore, Ravva in Krishna Godavari offshore, Narimanam,

Kapilkalappal, & Bhuganagiri & Nannilam in the Cauvery belt & Dhansiri valley

in Assam.

As a result, crude oil production has increased manifold over the years.

From an initial 0.040 MMT (1961-62), ONGCs production rose to 31.63 MMT

(1995-96).

Exploration management with in ONGC has focused all improving the

recovery from the reservoirs. ONGC in exploring in 17 out of the 27 sedimentary

basins of the country and has put 114 fields on production. It operates &

maintains over 4000 oil, gas, & injection wells. So far (31.03 .02) has produced

633 MMT of crude oil and 326 BCM of natural gas and over 8 MMT of LPG.

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ONGCs role in the national economy to be significantly enhanced as

projected CARG (Cumulative Annual Rate of Growth) of demand of its product is

four times that of developed countries average.

ONGC occupies the numerous slots among the corporate of the company

by emerging as the most valuable company of the nation both in terms of market

capitalization as well as in terms of net worth. A market capitalization exceeding

rupees 50,000 crores (with share price breaching the rupees 400 resistance)

coupled with a record profit of rupees 6,222 crores in the year 2001-2002,

demonstrates the inherent corporate strength of the organization, not with

standing the emergence competitive environment in the petroleum industry.

The dividends have been continuously from the mid 90s,with a record of

rupees 1,996 crores paid as dividend (140%) in 2001-03, which much more than

the paid up capital of the company.

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ONGC OBJECTVES

Optimize production of hydrocarbons.

Self - reliance in technology.

Promoting indigenous effort in oil & gas related equipment, material and

services.

Assist in conservation of hydrocarbons, more efficient use of energy and

development of alternative sources of energy.

Develop scientifically oriented & technical component human resources

through motivation and training.

Environment protection.

Generate adequate resource for every investment.

To strive to achieve 100% target set for each year.

To take measures to standardize the training policy of the parent company.

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RESTRUCTURING OF ONGC

ONGC recently has been converted in a public limited company. It has

been incorporated as oil & natural gas Corporation limited on 23rd June 1993

under the companies act 1956. The government issued an ordinance on 22nd July

1993, so that the business of the commission could be taken over by the new

company. The Lok Sabha on 23rd August 1993 passed the Oil & Natural Gas

Commission (transfer of undertaking and repeal) bill 1993 and Rajya Sabha on

27th August 1993 to provide for the transfer and vesting of the undertaking of Oil

& Natural Gas Commission Limited on 1st February 1994.

The new company will be expanding the capital based and diluting

government holding by offering fresh shares to mutual funds, employees and

public. As per the stipulation, the money thus raised would be used to meet its

own requirement. It is expected that a conversion to a company would enable

ONGC to function more efficiently, with greater flexibility in raising resources

from the capital markets; such function flexibility would be helping the company

to perform better to meet its production targets.

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HIERACHIAL LEVELS AT ONGC LIMITED

CLASS LEVEL

E 9

E 8

E 7

E 6

E - 5

CLASS I E 4

(Executives) E 3

E 2

E 1

CLASS II E 0

(Executives)

S 4

S 3

CLASS III S 2

(Non-Executives) S 1

A 4

A 3

A 2

A 1

W 7

W 6

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W 5

CLASS IV W 4

(Common Category) W 3

W 2

W 1

DIFFERENT CADRES IN PERSONNEL DEPARTMENT

DIRECTOR (PERSONNEL)

EXECUTIVE DIRECTOR - E9

GROUP GENERAL MANAGER - E8

GENERAL MANAGER - E7

Dy. GENERAL MANAGER - E6

CHIEF MANAGER - E5

MANAGER - E4

Dy. MANAGER - E3

Sr. P & A OFFICER - E2

P & A OFFICER - E1

Asst. P& A OFFICER - E0

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STEPPING STONES OF OIL AND NATURAL GAS

CORPORATION LIMITED (1889 - 1994)

1889 Digboi well number one scudded by the Assam Railways & Trading

Company completion as in 1890.

1983 Small Refinery erected at Margherita to process at Digboi oil.

1899 AR & t forms Assam Oil Company (AOC).

1901 Bumah Oils Company arrives on the Indian scene.

1921 Bumah Oils Company (BOC) took control of AOC operations.

1925 A torsion balance survey in Bordhubi area marks Indias first attempt to

use geophysics in search for oil.

1933 Bodapur Field in Sumia Valley is abandoned.

1939 War time regulations permit only extension drilling move the Eastern

limits of Digboi Fields.

1948 Geological Survey of India starts geophysical surveys the Cambay area

and delineates the basin.

1952 Well number one at Kahikatea by AOC.

1953 Kahikatea well number one completed as the producer in oil at a depth of

11,715 feet.

1955 ONGC Directorate set up by GOL.

1956 Moran Field discovered by AOC. The first well was drilled at 13,739 feet

deepest in Asia.

1959 Oil India Private Limited (OIL) registered as a Rupee Company.

ONGC becomes an autonomous statutory body.

1960 Oil stuck at Ankles war (Gujrat) Rudrasagar (Assam).

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1961 BOC and GOL becomes equal partners in OIL.

1963 OIL drills Indias first deviated well.

1970 Indias first offshore well scudded in Gulf of Cambay.

1974 ONGC Ship Godavari offshore.

1981 ONGC Ship Sagarsamrat strikes oil in Bombay High.

1984 Oil stuck in Kutch offshore, Godavari offshore.

1986 ONGC installs mainframes 3083 computer at Dehradun.

1988 ONGC discovers Nanda in Gujrat and establishes resources in Cambay

Basin.

1994 Oil and Natural Gas commission was converted into Oil and Natural Gas

Corporation.

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HISTORY OF CHAIRMAN

Shri Keshav Dev Malaviyia - 1956-1963

Shri S.S Khera - 1963

Shri P.R Nayak - 1964-1965

Shri A.Zaman - 1966-1970

Mr. Leslie James Johnson - 1970-1974

Shri B.S Negi - 1974-1978

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Dr. N.P Prasad - 1978-

1980

Shri P.T VenuGopal - 1981-1989

Col. S.P Wahi - 1990-1992

Shri L.K Manglik - 1993-1995

Shri B.C Bora - 1995-2001

Mr.Subir Raha - 2001-till now

ONGC CLIENTELE

Abu Dhabi National Company (ADNMOC)

British Petroleum

Command Petroleum (i) Pvt. Ltd

Directorate General of Hydrocarbon, India

Donny Polo Petroleum Ltd

Enron Oil & Gas India Ltd

Essar Oil

Gas authority of India Ltd

Geasile Survey Singapore (p) Ltd

Hardy Exploration Company

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Hindustan Oil Exploration Company

Hindustan Petroleum Corporation Ltd

Hitech Drilling Services

Hyundai Heavy Industries

Interlink Petroleum Ltd

Oil India Ltd

Petro Vietnam

Phoenix Overseas

Rai Coastal Services

Reliance Petroleum Ltd

ONGC VISION & MISSION

To be a world class oil and gas company integrated in

energy business with dominant Indian leadership and global

presence.

World Class Dedicated to excellence by leveraging competitive advantages in R & D

and technology with involved people.

Imbibe high standard of business ethics and organizational values.

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Abiding commitment to safety, health and environment to enrich quality

of community life.

Foster a culture of trust, openness & mutual concern to make working a

stimulating and challenging experience of our people.

Strive for customer delight through quality product & services.

Integrated in energy business

Focus on domestic & international oil & gas exploration & production

business opportunities.

Provide value linkages in other sector of energy business.

Create growth opportunity and maximize shareholder values.

Dominate Indian leadership Retain dominant position in Indian petroleum sector & enhance Indias

energy availability.

ONGCS SPECLISATION

Geological and Geophysical surveys

Geochemical studies bio-stratigraphic analysis

Basic evaluation reservoirs modeling

Estimation of resources and reserves

Application of secondary recovery and EOR techniques

Drilling of wild cat exploratory and develop wells

Bottom hole reservoirs studies

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Open hole, cased hole and production logging

Design erection & maintenance on shore and off shore

Repair and rehabilitations of sick well

Training & manpower

Construction and maintenance onshore & offshore

Simulation techniques

Long distance transportation of oil & gas

C2-C3/LPGgas progressing for production

Erection (built, building) and maintenance of gas sweating (freshness)

plants

Kerosene studies in offshore structure

Engineering and construction of offshore platforms & pipelines

Safety audits & environment studies

Construction and maintenance onshore & offshore

Materials management and logistics on land, air and mine

HUMAN RESOURCE IN ONGC

ONGC considers the human resource to be its greatest asset in its stride to

achieve corporate excellence. The success of the company is due to its 50,000

strongly, highly motivated, professionally competent committed

multidisciplinary, engineer and other support personnel. Several initiative and

measures have taken to ensure that human resource is managed and developed.

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ONGC by its efforts in the human resource planning and redevelopment of

its existing manpower on zero based studies has achieved a 2.23% reduction in

manpower.

ONGC is re-engineering of HR system and practices to meet international

standard and in order to evaluate scientifically the effectiveness of HR system in

ONGC.HR parameters were incorporated in MOU signed by ministry of

petroleum and natural gas, government of India.

To move towards world -class systems, processes and practice, a project

for integrated system of human resource automated management information

(SHRAMIK) beads on the software platformSAP/3, has been launched in 1999, to

address the key issues of HRM; for enhancing the effectiveness of the HR system.

ONGC HR VISION, MISSION & OBJECTIVES

HR VISION

To attain organizational excellence, by developing and inspiring the true

potential of companys human capital & to provide opportunity for growth, well

being and enrichment.

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HR MISSION

To create a value and knowledge based organization by inculcating a

culture of learning innovation and have working and aligning business priorities

with aspiration of employees leading to development of an empowered response

and competent human capital.

HR OBJECTIVES

To develop and sustain core values.

To develop business leaders of tomorrow.

To provide job enrichment ad job content through empowerment,

responsibility and accountability. To build and upgrade competencies through vital learning,

opportunities for growth and providing challenges in job.

To foster a climate of creativity, innovation and enthusiasm.

To enhance the quality of life of employees and their families.

To inculcate higher understanding of services to a greater cause.

HUMAN RESOURCE DEVELOPMENT

Human resource development is the basis of success of any organization.

Human resource development helps to enhance employees effectiveness and

helps in achieving organizational goals. Human resource development may be

broadly taken to include management education, leadership, training,

management developments and problems of mobilizing the grass root, the lay

worker, for meeting of challenges of change and innovation. The distinction

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between education & training is that while education provides breath & is more

general, training will provide depth and will be more specific and problem

oriented.

Human resource development aims at formation of personal policies from

time to time in order to achieve its goal and objectives. The personnel polices

seeks to follow participate style of management and cultivate an environment of

mutual love and respect among employees, by providing job satisfaction ensuring

continuous development and career progression and providing better living,

friendly and firmness towards all the employees and ensuring discipline at all

level.

Human resource development is a dynamic concept continuously active in

achieving the growth of the individual and organization.

OBJECTIVES OF HRD

The objective of human resource development is as follows:

To prepare employees to take up challenges in aspect of upstream sector.

To contribute in improvement of managerial effectiveness and leadership

development.

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To carry out management development studies, to help in upgrading

system and procedures.

To cater special need in regard to manage and transfer and development of

technologies for ensuring an organizational culture responsive to the

environment.

The selection and training of personnel, manpower forecasting, succession

planning and career development needs to be studied.

INSTITUTE OF MANAGEMENT DEVELOPMENT

As an integral part of ONGC s employee centered policies, in its thrust

on their knowledge, up gradation & development, the institute of management

development, which has an ISO9001 certification, along with 7 other training

institutes, play a key role in keeping our workforce at pace with global standards.

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The institute of management development is the premiere nodal agency

responsible for developing the human resource in ONGC. It also focuses on

marketing its HRD expertise in the field of exploration and production of

hydrocarbons.

ONGCs sport promotion board, the apex body, has a comprehensive sport

policy through which top honors in sport at national and international levels has

been achieved.

ONGC VIDHESH LIMITED

The company is having wholly owned subsidiary i.e. ONGC VIDHESHLIMITED looking after the operation abroad. Presently it is operating in

collaboration with British petroleum sharing contract with M/S petroleum,

Vietnam.

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During exploration stage gas has been found in two structures, presence of

gas has been confined on drilling of appraisal wells. Commercialization and

marketing study for exploration of gas field & the techno economic are in

progress. ONGC VIDESH LTD has signed an MOU with M/S Enserch India Inc

Texas, USA in June 1995 for formation of joint venture Company in India in the

exploration and development of hydrocarbons resources to their mutual benefit.

ONGC VIDESH LTD has accepted an offer from British Gas to frame out an

agreement in north part of Gulf of Suez and signed an agreement with other

private companies of many countries like Tunisia.

VISION

To turn Vidhesh limited into a major international E & P Company.

MISSION

To meet the energy security needs of India self reliant in respect of its

crude oil/gas requirements.

OBJECTIVE

To maintain the reserve /production ratio by augmenting the hydrocarbons

reserve based on ONGC through E&P companys activities.

To promote ONGC through export of services, technology and skill of

international standard.

MAJOR FUNCTIONS OF HRD

Assessment of manpower in various project and discipline at various

levels that is done on the basis of detailed zero based studies and HRDs

recommendations are submitted to the management for approval. Thus for

deciding the recruitment, HRG plays a nodal role.

Evaluation of manpower norms and the practice in different areas.

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Studying and recommending the needs of internal redeployment of

manpower with a view to enhance productive utilization of manpower.

Providing primary data inputs for succession planning of corporate level

executives.

Maintaining computerized manpower database, work-center wise,

discipline-wise, and level wise along with details of number of women and

SC /ST employees.

Compiling and dissemination of performance growth parameters in the

area of human resource management- an annual report from HRG is an

essential input for providing annual report.

Acting as a nodal agency for computerization of personnel function in the

entire corporation also.

Coordinating corporate change programs, like revision of performance

appraisal system in the corporation and corporate restructuring/

transformations.

Formulation and modification of Voluntary retirement Scheme.

Providing periodic inputs for organizing trainings by IMD and RTTs of

P& A personnel.

Carrying out system studies/ optimization studies whenever assigned by

management, or at HRDs own initiation.

Involvement in corporate grievance handling committee for redressed of

employees grievances.

Publication of HRM quarterly corporate journal on Human resource

Management.

Formulation and administration of productivity Linked Honorarium

scheme.

Psychometric application for better productivity and for improving the

quality of life.

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INDUSTRIAL RELATIONS

POLICIES

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IR - OVERVIEW

INTRODUCTION

No one can question the fact that people constitute a major element of

many industrial enterprises. A company operates, grows and prospers through

creative, dynamic leadership cooperatively applied to capable employees from the

president down to the sweeper. This truth has been recognized but sometimes it

has been overlooked in the hustle-bustle of the market place, the technology ofindustry and the pressure of competition. It may sound platitudinous but it is

never the less true that the country that wants to make economic progress must be

wedded to the doctrine of industrial growth. It has been increasingly realized that

industrial system has brought about a number of complexities that have rendered

the management of people in an organization more difficult and complicated.

The division of power between two sides is still unequal and the workers

struggle to equalize them in the teeth of employers opposition is an on going one.

Therefore IR has been considered one of the most delicate and complex problems

to modern industry.

MEANING OF INDUTRIAL RELATIONS

The ILO has used the term industrial relation in a wide sense to denote

such matters as freedom of association and rights to organize, the application of

the principle of the right to organize and right collective bargain, of conciliation

and arbitration proceedings and the machinery for corporation between the

authorities and the occupational organization at the various levels of the

economy.

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IMPORTANCE OF GOOD INDUSTRIAL RELATIONS

Industrial peace is an important prerequisite for industrial progress. By

industrial peace, we mean the existence of harmonious relation between the two

parties, i.e. employers and employees. It indicates a purposeful problem solving

approach on part of both management and labor organization. Where such

approach is lacking the industrial peace is vitiated and there is industrial unrest.

Industrial Disputes disrupts the flow of production, bring strikes gheraoes and

lockouts.

Thus, good IR plays a vital role in establishing discipline and industrial

democracy. Both these factors are required for the smooth running of an

establishment. As such, main objective of is to establish well and tension free

labor management relation, which promotes mutual understanding, confidence

and resolves the mutual differences.

Good IR increases the work motivation and lifts the morale. Any problem

solved by mutual consent through workers participation, profit sharing and

suggestions bring job satisfaction to workers and they put positive effect on

production. From this, we can conclude that an effective IR certainly boost up the

workers ego and the quality and the quantity both. They increase labor efficiency

also. Therefore, we can say that Industrial Relation has far reaching impact on

production.

EMERGING TRENDS IN I.R.

The emerging trends in the IR situation in the country are:

There is lack of mutual trust and confidence between unions and

management.

Managerial responses to IR are mostly reactive rather then proactive.

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The emergence of white collar and managerial unions has made the IR

scene more complex.

There is an increasing realization among employers, employees,

government as to the role and approach that should be followed by each.

REQUIREMENTS OF GOOD IR PROGRAMME

Although one cannot lay down any blue print for good IR, the following

may be reasonably described as the necessary pre requisite for establishing good

Industrial Relations.

Constructive attitude

Clear-cut policies and procedures

Top management support

Good and prompt communication system

Training in industrial relation

Development of right union leadership

Follow- up results.

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ROLE OF I.R. IN ONGC

To provide professional assistance in formulation of IR policies, systems

and procedures.

To organize meetings of ASTO and other recognized unions, formulate

agenda, draw minutes and prepare status of implementation from time to

time.

To deal with matters relating to recognition of unions.

To strengthen the forums of Bipartism, Participative Management,

Grievance Redressal Machinery.

To deal with all forms of industrial action.

To give feedback on IR scenario and outstanding issues to the competent

authority from time to time.

Actins on issues relating to IR in MOU signed with the government by the

corporation.

To send reports on IR scenario to be submitted to the government on

periodic basis.

To provide professional advice/ suggestion on IR issues and labor laws.

To provide professional assistance in preparing comments/ replies on

issues before conciliation, adjudication and matters relating to contract

labor and contingent labor.

To furnish commence for reply to ministry of labor through administrative

ministry on proposal for reference of ID to Industrial tribunal and also on

bills, amendment of labor laws.

To provide professional advice to concern departments for implementation

of labor laws, government guidelines and executive instructions regarding

labor laws.

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IR SCENE IN ONGC

It is often said that the employees should be treated as a member of one

family and corporate with one another for mutual benefit of both, as also for the

benefit of the society. Workers are exhorted to hard work, raise production and

productivity and only then, expect higher rewards. All theses propositions are said

to apply with even greater force to public enterprises. Since, by definition these

enterprises exist for the benefit of the whole society, as no private individual are

supposed to make profit from them and since even the top manager at ONGC are

themselves employees as much as the humblest laborer, it is assumed that there

should be no cause for labor management conflict here.

The ONGC is playing a significant role of, model employer in maintaining

healthily and harmonious relation since its inception as a statutory both and later

as a corporate body and now ventures abroad. The Industrial Relation department

has following important areas to look after: -

GRIEVANCE SETTLEMENT

In modern days when protest is rather a common place, every employer

increasingly feels concern about Grievance Settlement. In pursuance of the

recommendations on National Commission on labor (1969) and the Tripartite

Indian Labor Conference, the ONGC has institutionalized and elaborate three tiers

Grievance Redressal System to employees by trying to handle employee

Grievances.

NATURE OF GRIEVANCE

The essence of grievance is protest, charge of some violation. This may be

based on facts, sentiments. It may arise from a perceived discrimination and

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treatment, disagreement or misunderstanding over facts, differences of opinion to

severity of punishment imposed and resistance to job promotion.

REDRESSAL SYSTEM

The grievance redressal system in ONGC has three formal stages:

i) Regional Grievance Committee

ii) Corporate Grievance Committee

iii) Appeals Committee

The RGC is required to meet at least once in month to settle the Grievance

of employees pertaining to regional issues. The RGC are regularly functioning at

Baroda, Kolkata, Mumbai, Chennai and Dehradun. The issues that cannot be

settled at RGC are forwarded to the Corporate Grievance Committee (CGC). The

CGC meet frequently to hear the Grievance of the employees and submit its

recommendation to the Director Personnel (DP).

In case the Grievance of employees are still not settled satisfactorily, they

can appeal to Appeals Committee. The Appeals Committee will examine the case

on merit and after hearing the case will submit its report to the Chairman and

Managing Director (CMD) of ONGC.

The performance of the Grievance Committee are closely followed and

reviewed by the top management of ONGC and directions are issued from time to

time to amend its procedures and disposal of cases in the light of latest labor laws,

policies and recommendation of the labor conferences.

BIPARTITE NEGOCIATING MACHINERY IN ONGC

Committed as the management of ONGC is to the participative style of

management and philosophy of joint consultation and participations, sustained

efforts have been made to develop a process that should involve and motivate the

employees in all productive efforts.

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The management of ONGC has been following the practice of resolving

any issues that may be raised at the unit level, regional level, and corporate level

after holding meetings with the unions.

Minutes of the meetings are faithfully recorded and copies of the same are

made available to the concerned unions also. It is generally agreed upon that for

promoting healthy bipartite relations the recognized unions will not seek outside

intervention of any third party or take recourse to any agitation method on matter

of dispute connected with the terms of appointment or condition of service of

employees without exhausting the above mentioned channels provided for in the

Joint Negotiating Machinery (JNM).

APPEALS COMMITTEE

An Appeals Committee consisting of senior officers, constituted in June

1983 to deal with the grievances of the employees has been functioning in the

commission. Any employee of the Commission whose Grievance pertaining to

matters like promotion, seniority, leave, overtime, etc, has not been settled after

following the normal procedures within three months of the date of submission of

his grievance could represent his grievance to the Appeal Committee.

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IR POLCIES IN ONGC

EMPLOYEES PARTICIPATION IN MANAGEMENT

The scheme of workers Participation in Management, notified by the

government of India in 1975, applicable in manufacturing and mining units in

public, private and corporative sectors, was introduced in ONGC in Bombay

Offshore Project with slight modifications on experimental basis. Subsequently

the scheme was introduced in Central Workshop, Baroda and Sibsagar. In 1981the scheme was also introduced in Regional Office, Baroda, Ankleshwar Project,

Tripura and West Bengal Project.

A comprehensive scheme of employees Participation in Management was

introduced by the government of India wide notification dated 30.12.1983

replacing the earlier scheme which was to be operated both at the shop floor and

the plant level in all Central Public Sector undertakings other than those

specifically exempted. The broad level participation, however, as per the new

comprehensive scheme, was left to be decided by the Administrative Ministry and

the Labor Ministry.

Since the scheme of 1983 was applicable to ONGC and was to be

introduced on the basis of consultations with the unions, the issue was discussed

with the representatives of recognized unions in the JCM held in April 1984 and

subsequent meetings on several occasions.

The National Productivity Council, New Delhi was assigned the job of

ONGC to have preliminary study of the working of the existing workers

participation forums in the Western Zone, by ONGC, and to suggest the manners

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and ways on which the existing forums could be strengthened to conform to the

norms prescribed in the new scheme of workers participation in the Central

Public Sector undertakings.

The report was received from NPC in 1984, which contained the following

observations:

i) The climate in the western zone of ONGC was quite favorable for the

effective participation.

ii) ONGC should develop the existing system of workers Participation in the

Management to conform to the latest scheme of the government of India,

which may lead to maximization of satisfaction of workers and promotion

of a sense of pride in the job.

iii) In order to strengthen the participative climate, it was proposed by NPC to

organize training programmes for the members associated with

participative forums.

Therefore, the introduction of workers Participation in Management was

further discussed with the recognized unions in various meetings and series of

training programmes, seminars were organized as suggested by NPC and based on

the skill deliberations in the meetings with the unions for imparting training and

necessary skill in participative management and a modified version of the scheme

was prepared.

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SCHEME OF EMPLOYEES PARTICIPATION IN

MANAGEMENT AT THE REGIONAL AND PROJECT

LEVELS

SHORT TITLE AND COVERAGE

The scheme is called the Employees Participation in Management in

ONGC and shall be applicable to all regions and projects of ONGC. The councils

at region will be called Regional Joint Management Council (RJMC) and at

project, the Project Joint Management Council (PJMC).

COMMENCEMENT

It will come into force with immediate effect. The head of P&A of the

regions and projects, shall, in consultation with the recognized unions and the

ASTO, constitute the council at the regional and the project levels in the manner

prescribed in the subsequent paragraph.

FORMATION, TENURE, FUNCTIONS OF THE COUNCILS

A. REGIONAL JOINT MANAGEMENT COUNCIL (RJMC)

i) The council consist of the following members:

1. Regional Director/ ED - Chairman

2. Head of P&A - Member

3. Head of F&A - Member

4. Head of TBG, DBG, EBG & OBG - Member (4)

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5. Head of IR - Member

Secretary

6. Total members representing the union will be three.

7. Three members to be nominated by regional ASTO.

ii) The vacancy caused for any region, what so ever, in the council,

representing union/ ASTO, the concern union/ ASTO, as the case may

be, nominate another person to represent it.

The representative(s) of the union will cease to participate in the meeting

of the joint council, if the recognition of the union comes to an end.

FUNCTION OF THE RJMC

To discuss on MOU and suggest steps to achieve the targets.

To promote increased productivity, sharing information regarding

production targets, operational and the production problems, advising

the steps to over come the same, as deemed necessary.

To economize cost, sharing information regarding expenditure/ cost etc.

To foster the climate of discipline.

To reduce absenteeism and improved punctuality.

To ensure the maximum utilization of resources, including manpower.

To ensure procurement and making available the safety items to the

project, also reviewing.

To discuss matters relating to working conditions and suggest steps to

improve upon the same, which may be conducive not only to welfare

of the employees but also to higher production and achievement of

targets.

To discuss the targets/ achievements and matters relating thereto of field

parties of the region and take corrective measures, where ever

necessary.

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To discuss issues relating to the working of institutes, attached to the

regions, to take corrective measures to improve their performance.

To discuss external threat, if any and take concerted action to manage the

same.

B. PROJECT JOINT MANAGEMENT COUNCIL (PJMC)

The council consists of the following members:

1. The project head - Chairman

2. Head of P&A - Member

3. Head of F&A - Member

4. Head of TBG, DBG, EBG & OBG - Member (3/4)

5. Head of IR - Member

Secretary

6. Two members to be nominated by the recognized union of

the project, as members.

7. Two members to be nominated by regional ASTO.

FUNCTIONS OF THE PJMC

To discuss targets and suggest steps to achieve the same.

To discuss problem relating to operations/production to advise, as

deemed necessary, to short the same so that achievement of targets is

not affected adversely.

To review the achievement of targets at intervals.

To economize cost of production including expenditure.

To foster the climate of discipline.

To reduce absenteeism and improved punctuality.

To ensure the maximum utilization of resources, including manpower.

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To ensure the procurement of the use of the safety items promptly and

regularly.

To discuss matters relating to working conditions and suggest steps for

proper maintenance/upkeep of materials which may not be hazardous

and may be conducive to higher production.

PROVISION FOR REWARD

At the end of the year, the performance of all Regional and Project

Councils shall be compiled, reviewed in corporate IR Headquarters, to

recommend awarding suitably to the members of the councils and employees of

Region/Project, depending on their performance whose achievement has not only

been the best but also benefit the organization substantially.

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POLICY FOR BIPARTITE MEETING

The instructions of Joint Negotiating Machinery were on 26 th May 1981.

The salient features of the same are mentioned below: -

UNIT LEVEL

i) The Head of the Project/Unit/Assets will hold periodic meeting with the

recognized unions functioning in Project/Unit in respect of all local issues

raised by such unions.

ii) For officers at Regional Headquarters and Headquarters, Dehradun, the

Regional levels will the first level for such negotiation where local issues

will also be discussed.

iii) Such meetings shall be held once every month.

iv) The Head of Project/Unit/Assets will also hold exclusive meeting with the

recognized union on organizational/operational issues at such intervals, as

may be considered necessary but at least once in every quarter.

REGIONAL LEVEL

i) The Heads of the Regions will hold regular meetings with the recognized

unions functioning in the region in respect of issues concerning the region

or employees in more than one project/unit in the region as well as those

issues, which remains unresolved at the project/ unit level.

ii) In respect of the offices at Dehradun, GGM (Per) or the Head of Personnel

will hold discussion with the recognized union on local issues.

iii) Such meetings shall be held once three month.

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ONGC LEVEL (JCM level)

1. Issues of All India Nature as well as those effecting employees in more

than one region shall be discussed with the recognized unions at this level

and all meetings shall be headed by Director (Personnel).

2. Such meetings shall be building as and when considered necessary by

management preferably once in six months.

3. At the 20th session of the ILO (August 1962) it was agreed that the unions

granted recognition under the code of discipline should enjoy the rights to

raise issues and enter into collective agreements with the employees upon

general. Questions concerning the terms of employment and condition of

service of workmen in an establishment.

4. In respect of all meetings with the recognized unions, minutes would be

recorded and a copy of the same salary sends to the next higher level as

well as to the corporate IR.

5. For the aforesaid meetings with the recognized unions, the Union shall

submit suitable memoranda setting out their points of view with sufficient

details in respect of the issues which are proposed to be include in the

agenda for the meeting well in advance.

6. The issue of general nature which may have implications in other regions

and projects should be taken as All India Issue and decision on such issue

shall not be taken at the regional or Unit level in the course of

Negotiations with the recognized unions.

7. The implementation of the decisions taken by way of agreement/

Memorandum of understanding is equally important for strengthen the

bipartite forums and therefore, efforts should be taken promptly to

implement the same in its letter and spirit.

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TRADE UNIONS

AN OVERVIEW

Trade unionism is the result of the growth of modern industrial system

involving the employment of large number of workers in conditions, which make

them helpless in bargaining individually for their terms of contract. The modern

industrial system is based on a large-scale production, organization of factories,

large-scale employment, changed labor relations, etc.

These all developments led to the exploitation of workers by the

employers. Hence, the workers had to unite and this gave way to trade unions.

MEANING AND DEFINATION OF TRADE UNIONS

Webb defines a trade union as a continuous association of wage earners

for the purpose of maintaining or improving the conditions of their working

force.

OBJECTIVES OF TRADE UNIONS

The primary objective of trade Union is to promote and protect the

interests of its members. In order to contribute, to the success of an enterprise it

has accomplish the following to sets of objectives-

(A) Economic Objectives

1. To secure better wages for workers in keeping with the prevailing

standards of living and the cost of living in the country.

2. To ensure stable employment for worker by fighting against rationalism

plan.

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3. To attain better working conditions for the workers by procuring shorter

working hours, leave with wages and social securities benefits.

4. To enlarge opportunities for promotion and training.

5. To foster a sense of self-respect sand dignity among the workers.

(B) Non-Economic Objectives

Union have a state in the success of the national plans for the

economic development, since these a formulated and implemented as

much for maximizing production for distributing the products in an

equitable manner. In the context some of the important social

responsibilities of trade unions appear to be in the field of: -

1. Promotion of national integration.

2. Influencing the socio-economic policies of the community to

active participation in their formulation at various levels.

3. Inculcating, in members, a sense of responsibilities towards

industry and the community.

FUNCTIONS OF TRADE UNIONS

In the modern industrial economy, the functions of trade unions are as follows: -

1. Internal functions: -

These types of functions of trade union in include the work inside

the factory for labor welfare. The trade union try to get fair wages, fair

deal from the management, implementation of labor laws, improvement in

working conditions and securing workers participation in management.

They also represent workers on Collective Bargaining Tables.

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2. External Functions: -

Such functions include the activities, which are done outside the

factory premises. The main object of these activities is to increase the

efficiency of workers and make their life happy and better. Unions try to

foster friendship and co-operation among the workers and the

management.

3. Political Functions: -

Now a days, trade union movement has become vary strong and

militant too. In a number of countries, they are being organized as a

political power. For ex, in United Kingdom the Labor Party is a very

strong political party. In India too or leading political parties have their

Labor Wing such as INTUC, AITUC, BMS, Kamgar Sabha, etc.

DIFFICULTIES AND OBSTACLES TO THE DEVELOPMENT OF

TRADE UNIONS

Though the Trade Union Movement in India has a long history, but still it

has not achieved much success in India. It is still in the state of development. In

fact, there is a vicious circle of Trade Unionism in the country today. The major

difficulties in this connection can be enumerated as follows:

a. Difficulties from workers side: -

i. Illiteracy of worker.

ii. Migratory nature of labor.

iii. Lack of unity and awareness.

iv. Lack of inside leadership.

v. Small size of trade unions.

vi. Multiplicity of trade unions.

vii. Inter-rivalry of Trade Unions.

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b. Difficulties on the part of Trade Unions: -

i. Uneven growth of Trade Unions.

ii. Weak financial resources.

iii. Instability among Trade Unions.

iv. Narrow Outlook.

v. Irregularities in the working of Trade Unions.

vi. Lack of efficient workers and dedicated Trade Union Leaders.

c. Opposition by Employers

d. Government Policies: -

We have seen that the difficulties in the way of trade unionism in

India have not been, not only external, but internal also. In India, trade

unionism has not developed as its own to safeguard the interest of the

workers, but as a corollary to the political movement. The leadership of

Trade Unions in India has mostly remained with the outside leaders such

as doctors, lawyers, political leaders and so on.

This tendency has not allowed them to understand the real crux of the

problem of trade union and their fellow workers.

SCHEME FOR RECOGNITION OF UNION IN ONGC

1. Eligibility: Only those registered unions are eligible for recognition-

(i) Whose membership is opened to all categories of workmen employed

in ONGC?

(ii) Which undertake to observe the provisions of code of discipline.

(iii) Which have been functioning in the organization for at least one year

after registration.

(iv) Which have not been found responsible for a breach, under the code

during a period of one year immediately before claiming recognition.

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2. Classification: There will be two types of recognized unions: (a)

Representative unions (b) Local Unions.

3. Criteria: (i) a representative union will be eligible for recognition, in

relation, to a region in ONGC, if it has a membership at least by 25% of

the workmen employed in the establishments, in that region.

(ii) A local union shall also be eligible for recognition, in relation to an

establishment, in a region where a representative has a membership of

50% or more of the workers employed in that establishment.

(iii) Where there is more than one union, fulfilling those criteria referred

to above, only the union with the largest membership would be eligible for

recognition.

4. Procedure: (i) the procedure of recognition of unions, both representative

and local, shall be the same as prescribed for verification of the

membership of the unions under the code of discipline for the purpose of

recognition.

(ii) When a union is recognized either as a representative or local union,

there would normally be no change in its position for a period of two

years.

5. Rights of recognized unions:

(A) Representative Union:

The representative union in a region will have the right to represent

the workmen in all establishments in the region and will be entitled to

enjoy the following rights

(i) To raise issues and enter into collective agreement with ONGC

management on regional/ local issues, on general issues concerning

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the terms of appointment of a service of workmen employed in

ONGC.

(ii) To collect membership fees/subscriptions payable by members to

union within the premises of different establishment in the region.

(iii) For the purpose of promotion of industrial disputes hold

discussions with the employees who are its members at a suitable

place with prior arrangement and approval of the management, to

meet and discuss with the management or any other person

authorized by the management for the purpose to remove grievances

if its members employed in said undertaking in the region, to inspect

by prior arrangement at any place in a undertaking where any

member of the union is employed.

(iv) To nominate its representative on specified by bipartite committees

set up by management on regional, national basis.

(B) Local Unions:

The Local Unions shall have the right to deal with the matters

relating to the local interest pertaining to its members and will enjoy the

following rights-

(v) To raise issues of purely local interest pertaining to its members.

(vi) To collect membership fees/subscription payable by members to

union within the premises of different establishment.

(vii) For the purpose of promotion of settlement of industrial disputes

hold discussions with the employees, who are its members, at a

suitable place within a premises of unit with prior arrangement and

approval of the management, to meet and discuss with the

management or any other person authorized by the management for

the purpose to remove grievances of its member employed in the

establishment.

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(viii) To nominate its representative on bipartite committee set up by the

management in the establishment including grievances committee

constituted under the prescribed grievance procedure.

6. Special Arrangement: When in a region it is not possible to have a

representative union and instead more than one local union are recognized

in accordance with the Criteria No. III.3, such local recognized union

might constitute a Joint Coordination Committee, to represent the

workman of the region in matters of regional of all India nature. Such a

body when constituted may be recognized as Representative Committee

for the region till such a Representative Union is recognized for the

region.

7. Obligation of Recognized Union: The recognized union whether

representative or local shall continue to observe the provision of the Code

of Discipline in both letter and spirit and shall promote all, measures

conducted to industrial harmony and peace in the organization, region and

unit. Failure to observe the Code may entail de-recognition.

RIGHTS AND PRIVILIGES AND DUTIES OF THE UNIONS

OPERATING IN VARIOUS PROJECTS/REGION OF ONGC

A. Recognized Unions-

In accordance with the decision taken in the 20th session of Indian

Labor Conference (August 1962), the recognized union of the ONGC will

have the following rights: -

1. (i) To raise issue and enter into collective agreement with ONGC Man

agreement on general question concerning the terms of

employment and condition of service of workers.

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(ii) To collect membership fees/subscriptions payable by members to

the union within the premises of the undertaking.

(iii) To put up a notice board on the premises of the undertaking

in which its members are employed.

2. If a local union raises a question of general terms of service, which

have its implications in the different project of the region, such issue

will also taken a either in JCM or at the regional for negotiation and

decision.

3. The recognized union shall contribute and cooperate in furtherance of

organizational interest.

B. UN-Recognized Unions-

The management of ONGC will not respond or entertain to any

other right and role of unrecognized union except the following-

1. (i) Raising individual grievances relating to dismissal or discharge of

individual workman.

(ii) Raising other disciplinary matter affecting their member.

2. The unrecognized unions will not resort to or endorse the action

mentioned in Item No. 5 under the head of recognized unions above.

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POLICY TO CONFER TRADE UNIONS IN ONGC

THROUGH SECERET BALLOT

HISTORICAL BACKGROUND

1. The recognition of trade union is regulated under the provisions of the

Code of Discipline and the Criteria for recognition of unions

appended thereto.

2. The Code of Discipline stipulates that for recognitions of trade unions at

unit level, the majority union should have at least 15% of the workers as

its members in the unit, where as in the case of representative union, the

majority union should command a minimum membership of 25% of the

workers employed in different unit in the area/region.

3. The majority character of union is decided on the basis of verification of

membership conducted by the Ministry of Labor.

4. In this context of multiplicity of trade unions in ONGC the issue of

modalities for identification of a trade union having a majority, has been

engaging attention of the management and employees unions from quite

sometime.

5. Further, in the context of changing scenario of liberalization, privatization,

and globalization, the role of union and management is eschewing

conflicts and ushering in co-operation for handling of production and

assisting in cost of reduction, increasing output and improving quality,

have assume great importance.

6. Keeping the above background in mind, the issue was discussed in theJoint Committee Meeting (JCM) for verification of membership of trade

unions through secret ballot. A base paper was also circulated in the

meeting to all the members present, indicating the practice in ONGC and

the procedure to be followed for verification through secret ballot.

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7. In the light of discussion held in the JCM, further meeting was held on

13.7.96 at Chennai with the Presidents and General Secretaries of

Recognized Unions and the existing practice end procedure for

recognition of trade unions in the project, regions and office was review

and decision was taken in favor of verification of membership of trade

unions through secret ballot.

8. The Honorable Supreme Court in the case of FCI staff union Vs. Food

Corporation of India and Ors. Has also emphasized the need for adopting

secret ballot system for verification under Code of Discipline.

SALIENT FEATURES OF POLICY

1. The policy would be called Policy of Recognition to Unions in ONGC

and will apply to all regions and projects of ONGC for recognitions of the

unions.

2. The existing Policy of Recognition as Representatives Union and Local

Union, adopted in 1982 will continue.

3. The relative strength of union at regional/project and unit level shall be

identified by secret ballot to be conducted by the Chief Labor

Commissioner (CLC); the detailed procedure has been elaborated in the

policy.

4. The period of recognition would be for three years.

5. The unions are registered under the Trade Unions Act, 9126 and whose

registration is valid for last one year and representing regular unionized

categories of employees (except craft unions) would be eligible to

participate in the secret ballot. The trade unions, which have violated the

code of discipline during the last three years, detrimental to ONGC and its

growth, would not be eligible to participate in the secret ballot.

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LIST OF THE UNIONS OPERATING IN ONGC

Names and Address of the Unions Status

ONGC Empl.Mazdoor Sabha, Shram,

Sadhana, Raopura, Baroda.Regional

ONGC Empl. Union, Kalokoba Road,

Sabarmati, Ahmedabad.Local

National Union of ONGC Empl., 67-

Kishan Nagar, Dehradun.Regional

ONGC Empl. Association, B-1-B, ONGC

Colony, Ankleshwar.Local

ONGC Workmens Association, P-45,

Taratolla Road, Kolkata.Local

Petroleum Empl. Union, Tel Rasayan

Bhawan, Opp. Best Workshop, Tilak Road,

Dadar, Mumbai.

Regional

ONGC Workers Association, B.G.Road,

Sibsagar, Assam.Regional

Petroleum Empl. Union, C/o: ONGC,

Regional Office, RBC, MMDA Building,

8-Gandhi Irwin Road, Egmore, Chennai.

Regional

ONGC Workers Union, Tripura Project,

Agartala, Tripura.Local

Trade Union of ONGC Workers, Cachar

Project, Silchar.Local

CODE OF DISCIPLINE AND INDUSTRIAL

RELATIONS

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EVOLUTION OF THE CODE

Inspite of the fact that a large number of labor laws have been enacted,

and the Indian labor scene crowded with various complex judicial formalities and

legalities and court has played a key role in rendering justice in industrial

relations, yet the industrial relations scene has not been peaceful. The Industrial

Discipline has ceased to exist. The need for some measures other than legislative

was, therefore, felt both by the management and the workers.

PRINCIPLES OF THE CODE

In pursuance of this suggestion, the 15 th Indian Labor Conference, held on

July 1957, discuss the question of discipline in industry and laid down the

following general principles: -

(i) There should be no lockout or strikes without notice.

(ii) No unilateral action should be taken in connection with any individual

matter.

(iii) There should be no recourse to go-slow tactics.

(iv) No deliberate damage should be caused to plant or property.

(v) Acts of violence, intimidation, coercion or instigation should be resorted.

(vi) The existing machinery for the settlement of disputes should be utilized.

(vii) Awards and agreements that disturb co-ordial relations should be avoided.

A sub-committee later considered these principles and there after certain

modification therein, the code of discipline was evolved. It came into force from

1st July 1958. It was accepted by the 4 Central National Labor Organizations

(INTUC, AITUC, HMS and UTUC on behalf of the workers and by the

employers federation of India.

MAIN FEATURES OF CODE

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The code defines, in the 1st section the duties and responsibilities of

employers, workers and even of the government. In the 2nd section are listed the

common obligations of management and unions. The 3rd Section deals with the

obligations of the management only, while the 4th section deals with those of

unions only.

The features of the code are as follows: -

(i) The code of discipline is a government induced self-imposed and mutually

agreed voluntary principle of discipline and relations between

management and workers in the industry.

(ii) It aims at preventing disputes by providing for voluntary and mutual

settlement of disputes through negotiations, conciliation, and voluntary

arbitration without the interference of any outside agency or through

adjudication.

(iii) It restrains both the parties from unilateral action, but it induces them to

make a best use of the existing machinery for the settlement of disputes

with the utmost expedition.

(iv) The code compels the two parties not to indulge in strikes and lockout

without notice.

(v) It requires that constructive co-operation should be encouraged between

workers and management at all levels.

(vi) It enjoins upon the management to take prompt action for the settlement of

disputes, grievances and implementation of awards and agreement.

(vii) Both the Central and State governments should rectify any shortcomings

in the constitute for the administration of labor laws.

OBJECTIVES OF THE CODE OF DISCIPLINE

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The code has been aimed at establishing co-ordial relations between

management and workers on a voluntary basis to promote harmony and to put an

end to industrial unrest. The objectives, as stated in the code are: -

(i) To ensure that employers and employees recognize each others rights and

obligations.

(ii) To promote constructive co-operation between the parties concerned at all

levels.

(iii) To secure settlement of disputes and grievances by negotiations,

conciliation and voluntary arbitration.

(iv) To eliminate all forms of violence in industrial relations.

(v) To avoid work stoppages.

(vi) To facilitate the free growth of trade unions.

(vii) To maintain discipline in Industry.

CODE OF DISCIPLINE IN INDUSTRY

I. To maintain discipline in industry

(Both in public and private sectors)

There has to be:

(i) A just recognition by employers and workers of the rights and

responsibilities of either party, as defined by the laws and

agreements.

(ii)A proper and willing discharge by either party of its obligations

consequent on such recognition.

II To ensure better discipline in industry

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Management and union must agree:

(i) That no unilateral action should be taken in connection with any industrial

matter and disputes should be settled at the appropriate level.

(ii) That existing machinery, for the settlement should be utilized.

(iii) That there should be no strike or lockout without notice.

(iv) That they will promote constructive co-operation between their

representatives at all levels and as between workers themselves and abide

by the spirit of the agreement mutually agreed into.

(v) That they will observe the various stages in the grievances procedure and

take no arbitrary action, which would by-pass, this procedure.

(vi) That they will educate the management personnel and workers regarding

their obligations to each other.

ASSOCIATION OF SCIENTIFIC & TECHNICAL

OFFICERS (ASTO)

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The association of Scientific & Technical Officers (ASTO) is the sole

Association, recognized by the management to represent all executives in the

Corporation.

ASTO is registered under the Societies Registration Act, 1960 and has

affiliation with the Oil Sector Officers Association (OSOA).

ASTO has its constitution and in accordance with the provisions therein-

biennial election are held regularly. After the election in all the worksites of

ONGC a Central Executive Council (CEC) is formed which consists of members

representing the different regional/local units and then the CEC so formed elects

the President of ASTO who in turn constitute Central Working Committee

(CWC) for a term of two years.

In order to have cordial relations with the Association, the Management of

ONGC holds meetings with the ASTO at regular intervals. Local ASTO office

bearers also have such meetings at local level and also with the CMD and the

Directors when they visit there.

The Management also provides certain facilities to ASTO in terms of

Office order. Guidelines/instructions on providing certain facilities to ASTO have

been issued from time to time to enable them to function smoothly in the overall

interest of the Corporation and the officers community. These

instructions/guidelines are given in consolidated from as follows: -

1. COMMUNICATION FACILITIES

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President/Secretary of all ASTO Units may be allowed to use the

Telex/Fax facility to a reasonable extent for bonafide communication of

ASTO. No STD facility on office telephones is allowed for this purpose.

2. TELEPHONE FACILITY

One telephone is provided to the President or the Secretary of the

ASTO at Region/Projects if such facility is not available to them by virtue

of their designation/office. They may be also provided with the STD

facility subject to the conditions spelt out in Office Order. It is further

clarified that telephone once allotted to ASTO should normally continue

with the next ASTO body. In case of its allotment to other than ASTO,

new body should immediately be provided with a new connection.

3. FURNISHED OFFICE ACCOMODATION

Although ASTO Units are to be provided with reasonably

furnished office accommodation, due to shortage of accommodation at

office premises it has not been possible to provide it for all ASTO units at

various work centers. ASTO, therefore, on hiring there own

accommodation, may be granted rental subsidy to the extent provided for

in Office Order.

4. TRANSFER OF ASTO OFFICE BEARERS

Normally, elected office bearers of ASTO should not be

transferred during their term of two years. However, those who are under

transfer should not seek election to any office, at such station. In case they

do, they shall liable to transfer.

5. VISIT OF ASTO OFFICE BEARERS TO ATTEND VARIOUS

MEETINGS

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(A) MEETING WITH MINISTRY/MANAGEMENT

In case of meetings convened by Ministry/Management, where

ASTO Members are required to attend such meetings, they may be treated

as a tour.

(B) MEETING OF ASTO:

When ASTO convene their own periodical meetings, they should

inform the Head of P&A at Headquarters who in turn shall inform

Regions/Projects to allow the authorized ASTO Members to attend such

meetings.

Members of ASTO, CWC & CEC as may be intimated

Headquarters will be treated as a tour for attending following meetings:

CWC Meetings - 4 meetings in a year

CEC Meetings - 2 meetings in a year

In case of delay of communication from Headquarters,

communication from President/General Secretary ASTO (CWC) DDN

may be given due cognizance.

GRIEVANCE MANAGEMENT SYSTEM

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APPLICABILITY

The grievance Procedure laid down hereunder will apply to all regular

workmen/executives upto E4 level working in the Corporation.

SCOPE

Complaints affecting one or more individual-workmen or executive in

respect of their wages, leave, promotion, seniority, hours of work, overtime etc.

may be redressed under this Grievance Procedure. A workman or executive on

receipt of an order causing a grievance or when the occasion for complaint

actually arises may avail of the Machinery under this procedure. The procedure

will not include the matters arising out of:

Disciplinary action taken under the Conduct, Discipline & Appeal rules.

Imposition of penalty and termination of service of an employee.

General issues pertaining to pay scale, dearness allowance, fringe benefits,

gratuity etc.

Matters related to training either in India or abroad.

Promotion to the post of E5 and above.

Cases where the prescribed procedure has been invoked once will not be

reopened.

Whether or not a particular issue/complaint brought up by

workman/executive is to be considered the Head of the Work centre whose

decision will be final will decide a grievance. The Corporation may however,

represent on this behalf issue such directions as it may deem fit.

GRIEVANCE PROCEDURE

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The proposed Grievance Procedure consists of two channels informal

and formal. The informal channel includes Open Heading Day and Counseling.

The formal channel includes three stages (including the right to appeal) namely

Department Head, Grievance Committee & Appeals Committee. An employee

may take recourse to this procedure he has any grievance. Depending upon his

choice he may opt for formal or informal channel. But in case of formal channel

he has to approach stage Stage III & finally I first, then Stage II. No shortcutting

or bypassing would be permissible.

INFORMAL CHANNEL:

Open Hearing Day

Every fortnight on a pre-fixed day an Open Heading day will be conducted

by the Head of the work center where efforts may be made for the settlement of

the grievances. An individual can discuss his/her grievance with the Head of the

work center on this day. If he/she does not get a reply within 7 days he/she may

go to formal channel.

Counseling

Counseling will be nominated by the head of the work centre that the

aggrieved individual may approach for discussing his/her grievance for guidance

and advice.

FORMAL CHANNEL:

Stage I: Departmental Head:

The workman/executive who is aggrieved shall take up his grievance with

departmental head verbally or in the form of a written complaint as per his choice.

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If it is written complaint it should be submitted in duplicate in the

prescribed Performa available in IR Depts.

If the complaint is against the depts. Head him; the grievance may be

presented in the grievance committee in accordance with the procedure laid down

in the II stage. A decision will be conveyed to the individual within four to fifteen

days depending upon the nature of the grievance. If he/she does not get a reply in

15 days, he/she may approach age II if he/she so desires.

Stage- II: Grievance Committee

If the workman/executive is not satisfied with the decision of the

departmental head or does not a reply within the stipulated time of 15 days, he/she

may present presenthis/her grievance to the grievance committee though IR

Department in the prescribed form available in IR depts. The employees may

present his/her case in person before the committee. He/she may also take the

assistance of any other employee for this purpose. The employee will get prior

information at least 3 days in advance regarding hearing of his/her case by the

committee and he/she will seek permission from his/her supervisory for appearing

before the committee. An individual will be conveyed the decision of the

grievance committee within 15 to 60 days depending upon the nature of grievance

from the date of hearing. If he/she does not get a reply within the stipulated time

as mentioned above he/she has the option to appeal to stage III.

Stage III: Appeals Committee

An aggrieved workman/executive whose grievance has not been settled

after following normal procedure within 60 days from the date of hearing of his

grievance or who is not satisfied with the decision given by the Grievance

Committee, may appeal to the Appeals Committee located at HQtrs. A copy must

also be given to IR Depts. At the Project/Region/HQs, through proper channel.

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POLICY OF EMPLOYMENT OF CONTIGENT

EMPLOYEES IN ONGC

APPOINTMENT

Appointment of contingent employees should be made on term

appointment basis, i.e. from one specified date to another specified date.

SPONSORSHIP BY EMPLOYMENT EXCHANGE

No fresh contingent employee in future should be engaged from the open

market without his name being sponsored by the Employment Exchange. Where,

however, there is no Employment Exchange, the name may be sponsored by the

Panchayat Sarpanch or Village Pradhan. Candidates having requisite

qualifications as per ONGC R&P Regulations should only be appointed on

contingent basis.

PARTICULARS OF THE INDIVIDUAL

Before recruiting any contingent hand, the particulars of the individual

should be obtained. In this format the individual should state his name withaddress, date of birth, qualification, particulars of his earlier engagement, if any,

in ONGC specifying the place, date and duration, name of the department and the

supervisor under whom he has worked. These particulars should be attested by

some responsible employee/person.

TERMINATION

Where earlier period of work done by an individual and the present

contemplated period put together is likely to exceed 179 days in 12 months, such

individual should not be engaged on contingent basis.

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FOR TEMPORARY & INTERMITTENT WORK

Since the appointment of contingent workers is made for a work of

temporary and intermittent nature, no right shall accrue to him for any regular job

in ONGC. Management may, however, consider his regulations subject to

availability of vacancies period.

MAINTENANCE OF REGISTER OF CONTINGENT EMPLOYEES

Record of all contingent workers shall be maintained in a separate register

in addition to the register of particulars of contingent employees.

1. This register shall be maintained at each project and should contain details

of contingent workers engaged in the project.

2. The regional office will maintain a similar register for contingent

employees (other than employed at the Project). A similar register will

also be maintained at the Hdqrs. At dehradun are also at Delhi separately

for all the contingent employees engaged at the respective stations and

should be inspected by Head of P&A of respective offices.

SENIORITY

A senior register shall be maintained in each region and at Hdqrs. Of

contingent employees who have already completed 240 days in 12 months. The

seniority is to be fixed from the date one completes 240 days work in 12

consecutive months. A person who completes 240 days of work earlier should be

senior to the person who completes 240 days of work later.

REGULARIZATION OF SERVICES

1. Casual-

Mean those contingent employees who have put in attendance upto

79 days in 12 consecutive months.

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2. Temporary-

Mean those contingent employees who have been on the rolls of the

Corporation and have put in not less than 180 days of attendance in

any period of 12 consecutive months provided that a temporary

workman who has put in not less than 240 days and possesses the

minimum qualifications prescribed by the Corporation, may be

considered as a regular employee.

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