Quality of Wrk Life

8/9/2019 Quality of Wrk Life

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PROJECTON

QUALITY

OF WORK

LIFE


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CHAPTER-1INTRODUCTION


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INTRODUCTION:

Quality of work life (QWL) is the favorableness or unfavorableness

of he job environment. Its purpose is to develop jobs and working conditions that are

excellent for both the employees and the organization.

Work rules can help you create and maintain an orderly atmosphere that is

pleasant to work in where employees can work effectively. Creating such an atmosphere

is to your benefit as an employer because employees tend to be more creative and

productive when they are content work rules can help improve quality of work life by:

Encouraging open communication between employer and employees.

Creating an atmosphere where employees are treated with dignity and respect.

Helping to ensure that employees conduct themselves in a professional and safe

manner.

Ensuring that all employees are treated fairly & that they follow the same rules.

The relationship between work rules and quality of work life is an important one.

If work rules are unreasonable, inappropriate, or unenforced, the rules can actually

damage employee morale.

One of the way of accomplishing QWL is through job design. He discussion of

job design has revolved mainly around job characteristics, job enrichment, job

enlargement and social information processing. Job enlargement adds a more variety of

tasks and duties to the job so that it is not a monotonous.

This takes in the breath of the job. That is, the number of different tasks that an

employee performs. This can also be accomplished by job rotation, job enrichment, on

the other hand, adds additional motivators. It adds depth to the job more control,

responsibility and discretion to how the job is performed. This gives higher order needs

to the employee, as opposed to job enlargement which simply gives more variety. The

chart below illustrates the differences.

Job Enrichment & Job performance:


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Higher order

JobEnrichment

Job enrichment &

Enlargement

Routine

Job

Job

enlargement

Lower order

Accenton

Few Needs Many

Variety of tasks

The concern for quality of work life (QWL) and the accompanying

Sociotechnoical approach to job desing take a more macro perspective. Unlike the job

enrichment and social information processing approaches, QWL is not based on a

particular theory, nor does it advocate a particular technique for application. Instead,

QWL is more concerned with the overall climate of work. One analysis of QWLdescribed it as (1) a concern about the impact of work. on people as well as on

organization effectiveness, and (2) the idea of participation

In organizational problem solving and decision making. Recent research evidence

indicates that when employees have such a participation, problem-solving approach to

QWL, they are more committed both to their organization and, if union members, to their

union.

The overriding of QWL is to change the climate at work so that the Human-technological

organizational interface lead in a better quality of work life. Unlike the more general

concept of QWL, the sociotechnical approach to job designing has a systems theoretical

based. In particular, thesociotechnical approach to job desing is concerned with the

interface and harmony among personal, social, and technological functioning. In

application, this translates into the redesign of technological work process and the

formation of autonomous, self-regulation work groups or teams.0


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To some, QWL refers to industrial democracy, increased worker participation in

corporate decision-making, or a culmination of the goals of the human relations

movement of two decades ago. To others, especially those in management, the term

suggests any of a variety of efforts to improve productivity through improvements in the

human rather than the capital or technological input of production. Many view the quality

of work life as closely related to, if not merely a broader and more up-to-date term for,

such concepts as job satisfaction, humanizing work, or individualizing organizations.

Thus, efforts to improve QWL are seen as closely akin to organizational development

programs.

The most comprehensive and widely - quoted definition of QWL was developed

by Richard Walton (1974a), who proposed eight major conceptual categories as a

framework for analyzing and assessing the phenomenon.

1. Adequate and fair compensation: Does pay received meet socially

determined standards of sufficiency of the recipients subjective standard? Does pay

received for certain work bear an appropriate relationship to pay received for other

work?

2. Safety and healthy environment: The employees should not be

exposed to physical conditions or work arrangements that are unduly hazardous or

unhealthy is widely accepted. In the future, when health will be less the issue than

comfort, more stringent standards that todays will possible be imposed. These may

include minimizing odors, noise, or visual annoyances.

3. Development of human capacities: To varying degrees work has

become fractionated, deskilled, and tightly controlled; planning the work is often

separated from implementing it. So jobs differ in how much they enable the worker

to use and develop his skills and knowledge, which affects his involvement, self-esteem, and the challenge obtained from the work itself.

4. Growth and security: Attention needs to be given to (a) the extent to

which the workers assignments contribute to maintaining and expanding his

capabilities, rather than leading to his obsolescence; (b) the degree to which expanded

or newly acquired knowledge & skills can be utilized in future work assignments; and

(c) the availability of opportunities to advance in organizational or career terms which

peers, family members, or associated recognize.


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5. Social Integration : Whether the employee achieves personal identity

and self-esteem is influenced by such attributes in the climate of his workplace as

freedom from prejudice, a sense of community, interpersonal openness, the absence

of stratification in then organization, and the existence of upward mobility.

6. Constitutionalism: What rights does the worker have and how can he

(or she) protect these rights? Wide variations exist in the extent to which the

organization culture respects personal privacy, tolerates dissent, adheres to high

standards of equity in distributing rewards, and provided for due process in all work-

related matters.

7. The total life space: A persons work should have a balanced role in his

life. This role encompasses schedules, career demands, and travel requirements that

take a limited potion of the persons leisure and family time, as well as advancement

and promotion that do not require repeated geographical moves.

8. Social relevance : Organization acting in a socially irresponsible

manner causes increasing numbers of these employees to depreciate the value of their

work and careers. For example, does the worker perceive disposal, marketing

techniques, employment practices, and participation in political campaigns?

STRATEGIES FOR IMPROVING THE QUALITY OF WORK LIFE :

The strategies for improvement in QWL include self managed work teams, job

redesign and enrichment, effective leadership and supervisory behavior, career

development alternative work schedules, job security, administrative or organisational

justice and participating management.

1. Self managed work teams: These are also called autonomous work groups orintegrated work teams. These work teams are formed with 10 to 20 employees who

plan, co-ordinate and control the activities of the team, with the help of a team leader,

who is one among team.

Each team performs all activities including selecting their people. Each team

perform all activities including selecting their people. Each team has authority to

make decisions and regulate team performs all activities including selecting their

people.


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Each team has authority to make decisions and regulate the activities. Group

as a whole, is accountable for the success or failure. Salaries and fixed both on the

basis of individual and group achievement.

2. Job redesign and enrichment: Narrow jobs can be combined into larger units of

accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher

other human needs.

3. Effective leadership and supervisory behavior: For effective leadership and

supervisory behavior 91 91 style of managerial gird is suitable.

4. Career development: Provision for career planning, communicating &

counseling the employees about the career opportunities career path, education and

development and for second careers should be made.

5. Alternative work schedules: Provision for flexible working hours, partime

Employments, job sharing and reduced workweek should be made.

6. Job security: This is the employees list of the priority. It should be adequately

taken care off.

REWARD SYSTEM :

If there is one message it is that there are reward system practices that can

contribute to a high quality of work life. Admittedly, what is good and what is bad

depends partially on organisational and environmental conditions, but these can be

identified and dealt with. On the one hand it seems clear that improving the QWL is not

simply a matter of providing more extrinsic rewards, as some would have us believe. On

the other hand is also seems clear that reward systems cannot be ignored in efforts to

produce a high QWL, as there would have a believe. Any serious effort to improve

QWL must consider reward system and must deal with the complexities and conflicts

inherent in them.

TABLE 1.1

Reward PracticeExternal

Equity

Internal

Equity

Individua

lity

Performance

Motivation

Memb

ership

Absent

cism

Open promotion &

Job posting1 3 0 2 2 1

Participation inpromotion decisions

1 4 0 2 2 1

Cafeteria fringebenefits

2 0 4 0 2 1

Skill basedevaluation plans

0 2 3 2 2 2


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All-Salary plans 2 0 1 0 1 0

Performance payplans

2 2 3 3 1 1

Scanlon plan 2 0 0 2 2 1

Variable ration plans 0 0 0 0 0 0

Open pay 1 2 0 2 0 1

Participation in

decisions1 2 0 2 1 1

The above table summarizes what has been said about the effect of new reward

practices and processes. Each of the practices discussed is rated on six dimensions. The

first three are dimensions that contribute to a high QWL, and the next three are

dimensions that contribute to organisational effectiveness. Because these are new

practices, the question that concerns us is whether they represent improvements over

traditional practice. Thus, each practice is rated on a five point scale running from 0 to

4. A rating of 0 indicates that the practical leads to a negligible increase over what is

usually present in organizations. A rating 4 indicates that the practice produces a large

increase over what is usually present. They should be viewed as averages across all

situations.

The rating suggest that improvements can be obtained by changing both the

process and the mechanics of reward administration.

PROMOTION:

Promotions, and indeed virtually all movements of employees from one job to

another in n organization, are handled in a similar manner by most organizations.

Decisions about who will be moved where and when are made by managers who are at

least one organization level above both the position that is to be filled and the individuals

who are being considered to fill it. Promotion and job change decisions are typically

regarded as so important that only individuals higher up in the organization can be trusted

to make them. It is usually reasoned that individuals at the same or lower levels do not

have the knowledge to make good decisions, and that they cannot be counted on to put

organisational effectiveness first in the decision process because their self-interest is so

directly involved.


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The whole promotion process is kept secret in most organizations. Often, even

the people who are being considered for a position are not aware of this fact. All

planning is done by top management, usually with the aid of the personnel department,

and the individuals are not asked their preferences or even informed of the results of the

planning process.

GOVERNAMET STRATEGIES TO IMPROVE OWL:

Improving the QWL is a reasonable goal for our society. However, many

individuals who recognize the value of a high quality work life would oppose

government pressure on employers to improve it. Managers in the private sector might

cite such government action as a misdirection of energy away from adding to the nations

economic well being through the pursuit of profits. Others might see government action

on this issue as an encroachment on the collective bargaining process. Only government

pressure can stimulate some organizations, however, positive government programs

would both hasten and extend of their voluntary activity in this area.

The federal government might undertake any of a variety of possible strategies to

improve the quality of work like.

1. The government can modify existing laws affecting the QWL.

2. New legislation can set and enforce QWL standards of employment.

3. New legislation can reward organizations with government incentives fro

adopting QWL innovation.

4. New legislation to require all employers to begin a change process with each

organization to improve the QWL it provides its employees.5. Government funds can support programs to advance the state of the art in QWL

practice and knowledge.

6. The government can serve directly as a model QWL employer or encourage its

contractors to become such models.

7. Finally, the government can change the policies on education and the economy to

improve the QWL.


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METHODOLOGY:

It is a case study. The QWL is categorized in a systematic way by taking their

view into context. The categorization is done with the help of a flow chart taking the

view of the employee. Survey method of research is adopted for collecting the necessary

data from the sample respondents.

Among the inputs that go into a business activity, i.e., B.Ms Men, Materials,

Machines, Methods, Matter, Market, Money, Minutes etc., The human input in the only

one which can give more than 100% and it is the input which an make other inputs to

yield less or more than 100%. The most important thing is to maintain the QWL in the

organization so that the employees and give better results.

NEED FOR THE STUDY

The basic need of the study is to know the quality of work life currently

prevailing in the organization and to provide feedback information for the same to the

organization.

This information helps in analyzing the quality of work life existing in theorganization and thereby suggesting changes whether necessary.

OBJECTIVE OF THE STUDY

The specific objectives of the study are :

1. To study the pattern of QWL in B.H.E.L.

2. To analyze the view of the employees towards the changing QWL.

3. To offer the suggestions in the light of findings.

TOOLS FOR DATA COLLECTION

A structured and disguised scheduled is used for collecting the necessary data.

The schedule consists of multiple-choice questions.


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TOOLS FOR ANALTSIS OF DATA

Percentages and Graphs (pie charts) are used for comparisons.

SCOPE OF THE STUDY

The study covers the following aspects under its purview.

1. The study is about the view of the employees towards QWL in the organization.

2. The study was confined to employees and non-employees.

CHAPTER-2

PROFILE OF THE COMPANY


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PROFILE OF THE BHARAT HEAVY ELECTRICALS LIMITED

B.H.E.L is the largest Engineering and Manufacturing Enterprise in INDIA in the

energy related and infrastructure sector today. The company was established more than

40 years back in Bhopal and subsequently in Haridwar, Trichey and in Hyderabad.

Today B.H.E.L has 14 manufacturing divisions, 4 regional centers and over 100 project

sites, service centers etc B.H.E.L caters to fie major lines of Business i.e. power Industry

Transmission, Transportation and Electronics. The company has the capabilities for

executing power projects from concept to commissioning and is now posed to enter into

the super critical power station business of 600 MW and above.

The company has been rectified for the ISO 9000-2000 for Quality Management

and ISO-14001 for Environment at Management.

VISIONA world-class Engineering enterprise committed to enhancingstake holder value.

MISSION

To be an Indian multinational Engineering Enterprise providing

total business solutions through quality products, systems &services in the fields of energy, transportation, Industry,

Infrastructure and other potential areas.

VALUES

Zeal to excel and zest for change.

Integrity and fairness in all matters.

Rasped for dignity and potential of individuals. Strict coherence to commitments.

Ensure speed of response.

Foster learning, creativity and teamwork.

Loyalty and pride in the company.

CORP. PERFORMANCE HIGHLIGHTS (Rs. Crores)

Sl.

No.Indicator

Flash

2004 05

Actual

2003 04

Actual

2002 - 03

1 TURNOVER 10520 8662 7482

2 VALUE ADDED 4324 3680 32483 PBT 1606 1015 802

4 PAT 1002 658 445

5 ORDERS INFLOW 18016 16477 11227

6 ORDER BOOK 31867 23650 15800

7 EARNINGS PER SHARE 40.9 26.9 18.2

8 PHYSICAL EXPORTS 810 1033 637

9 MW COMMISSIONED 3548 2126 1922

* Figures are subject to audit .


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POWER SECTOR SCENARIO

9th 5 YEARS PLAN (1997 2002) MW

* Planned addition in MW 40245

* Actual addition in MW 19119

* BHELs contribution in addition 12463

* Total installed capacity in the country 104917

* BHELs Share in the country 67232

10th 5 YEAR PLAN (2002 2007)

* Planned addition in 10th plan 46939

* Firm orders with BHEL 7442* IPPS EXPECTED 10501

* NTPC addition projected up to 2012 20470

B.H.E.L. HYDEABAD

Hyderabad unit of B.H.E.L at Ramachandrapuram started in the early 60s to

cater to power plant requirement of 110 mw and 60 mw units and small sets of 12 mw in

collaboration with SKODA Czechoslovakia.

The unit has rapidly diversified its product portfolio into compressors, high speedturbines pulverizes oil field equipment, SF6 circuit breakers, gas turbines, feedwater

heaters and pumps. It has entered into technology tie-up with world renowned companies

(see box) over the years Hyderabad unit has emerged as a premium engineering

organization with a strong system engineering group and has the expertise to undertake

turnkey services for thermo mechanical projects right the green field status.

CURRENT TECH TIE UP

G.E., USA For Gas Turbines.SIEMENS, GERMANAY Fofr Steam Turbines &

Generators.

STEIN INDUSTRIES, FRANCE For Bowl Mills

EARLIER TECH TIE - UP

YUBA, USA For Heaters

WEIR PUMPS, UK For Pums

NUOVO PIGNONE, ITALY For compressors

SKODA, CZECH for Steam Turbines & Generators


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Total No. of equipments manufactured up to Mar06PRODUCT YEAR OF START TOTAL SETS

STEAM TURBINE 1967 585

GAS TURBINES 1986 147

COMPRESSORS 1971 302

GENERATORS 1967 543

HEAT 1967 2835

PUMPS 1967 2716

OIL RIGS 1978 85

PULVERISERS 1975 1005

BREAKERS 1967 16988

STRATEGIC PLAN

PROCESS IN B.H.E.L.

Corporate planning is a continuous process of defining business, he corporate

objectives action plans and allocates resources. B.H.E.L. made its beginning nearly 40

years ago as a manufacturer of power plant equipment. Over the years, it has grown into

a vibrant engineering organization with capabilities to execute contracts from concept to

commissioning. It is now operating in five major lines of business that is Power,Industrial, Transmission, Transportation and Electronics covering more than 200

different products, spread over 14 manufacturing units in the country.

B.H.E.L. was the first organization both in public and private sector to Realize the

value of a corporate plan considering that our product portfolio has been a Multi

Product and Multi Discipline, the need for a corporate plan was felt which can integrate

the different B.H.E.L units and give a common direction to its business. The first

corporate plan was brought out in 1974 (called as out line of a corporate plan). This

plan, which seeking to integrate the diverse operations of the company also sought to

reorganize the company essentially along functional lines. It gave particular emphasis on

Engineering reorganization and synthesis of technologies. The plan also envisaged

vertical integration by setting up manufacturing and service group. Since the B.H.E.L

has come out with The Growth Perspectives of the 80s in April 1982. The corporate

plan for the 90s in January 1990 The Perspectives for 2002 in October 1997.


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The corporate planning process is regularly initiated by corporate planning and

development (P & D) department who lay down the guidelines for the plan. The business

sectors (Power, Industry, and International Operations) provided the overall growth

scenario and projections for future dovetailing with the five year plan period of our

country.

The divisional plans at the unit level, emanates from various product groups of the

unit, through interaction with the different departments like Engineering, Technology,

Planning Production. Materials, Quality etc.,

Based on these inputs, P & D department of each unit of B.H.E.L. prepares a draft

divisional plan and presents it to corporate P & D. suggestions are incorporated and plan

is reworked and finalized. This plan from all B.H.E.L. units, become the basis for the

corporate plan of B.H.E.L.

From the above corporate plan document emanates the corporate vision &

Mission, wherein the company indicates what is desires to be in the future and through

what lines of business in 1997, B.H.E.L. articulated its VISION 2001 to transform

B.H.E.L. into a world class innovative, competitive and profitable Engineering enterprise

providing total business solutions.

The proposed divisional plan for the period 2002 to 2012 of B.H.E.L. Hyderabad

unit for incorporation in the corporate plan has been made taking into account the present

economic scenario and the projections by the unit vis--vis the plan documents of the

1971s, 80s 90s.

PERSPECTIVE PLAN OF B.H.E.L 2007

Keeping the overall company objectives in consideration Hyderabad unit hasmade a reasonably ambitious growth plan even through the market continues to be

uncertain and worldwide fast changes taking place in technology and markets. The

highlights of the plan are:


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GROWTH

Increase in Turnover from Rs.1533 crs in 2001-02 to

Rs.2700 Crs on 2006-07.

15% annual growth in turnover.

The growth can be subdued in international market

and/or gas turbine technology transfer is restricted . (Theturnover may stabilize at around Rs.2200 Crs.

NEW AREAS

OF BUSINESS

9FA gas turbines and matching generators.

Pumps, heat exchangers an pulverizes for 660 MWsuper critical thermal plants.

Pumps and heat exchangers for LNG plants.

Gas turbine driven compressors for gas transporationprojects.

Gas turbines and auxiliaries for IGCC plants.

Refurbishment of oilrigs and compressors.

THRUST OF

EXPORTS

From present level of Rs.300 Crs in 2001-02 to Rs.600

Crs in 2006-07 20% annual growth.

Product basket to include steam turbines generators,

Compressors and services.

Refurbishment potential to be exploited especially in

gas turbines &steam turbines and generators.

Start service centers in select areas.

Start a new manufacturing plant especially inDubai/Oman.

Break through in new markets like China, Africa ,

Iran, and Iraq& South East Asia.ENGG Consolidated the engineering strength.

Revive unit level RPD activities with the help of corp,

R&D

Achieve self reliance in select areas namely smallSTGs heat exchangers etc.

INVESTMENTS

Timely investement for growth areas andmodernization. Proposed investment in 10th plan is

Rs.200Crs. as compared 9th plan actual of Rs.60 Crs.


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MAN POWER

Need to induct fresh engineering talent to an extent of

around 250 engineers.

Overall man power to be pegged at 6000.

Select recruitment of experienced man power.

DIVES TMENT Switch gear light machining fabrication bulk offoundry operation, maintenance workshops and service

plants.

Privatize township, hospital, canteen.

E-INITIATIVE

ERP for all products.

E-commerce for all spares.

Online transfer of technical information and training.

E-procurement including reverse auctioning.

QUALITY &

ENVIRONMENT

TQM: score of 600 on CII/EFQM scale

4.5 sigma level in select areas.

ISO 9001 (2000) certification and EMS

Comprehensive plant wide HSE implementation.

ORGN. Focus on customer commitments.

Incentives based on meeting customer

commitmentment.

While opportunities do exist, unless organization consolidates and builds

engineering strength and gears up to meet the customers expectations in ever shortening

cycle lines, it will be an uphill struggle.

HYDERABAD PERFORMANCE HIGHLIGHTS (2005-2006)

(Rs.Crores)

S.NO. IndicatorFlash

(2005-06)

Actual

(2004-05)

Actual

(2003-04)

1 TURNOVER 1755 1745 1378

2 VALUE ADDED 712 582 560

3 PROFIT BEFORE TAX 308 158 137

4 ORDER BOOK O/S 3666 2518 19745 ORDER INFLOW 2683 2216 1534

6 PYSICAL EXPORTS 23 313 132

KEY PARAMETERS OF PERFORMANCE IN 2003-04

The highest value added per employee at Rs.9 Lakhs among all B.H.E.L. units.


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Despite reduction in maintained the value addition of over Rs.500 Crores.

Profit before tax has increased from Rs.55 Crores in 2001-02 to Rs.124 Crores in

2003 04

Maintained a cash m-flow of over Rs.1500 Crores for the second successive year.

Received excellence award in suggestion scheme for the fifth time from INSSAN.

Received best performance award from A.P. Productivity council for

organizational excellence in promoting and nurturing Quality circles

BUSINESS SCENARIO

During the last couple of years, the country has been witnessing a depressed

market situation. The industrial recession which has, in particular affected the industries,have resulted in delay/deferment of orders. Lack of resources with the utilities as well as

investment from private sector for setting up power plants, entry of the global players in

the Indian market, need for the Government to fulfill its commitment to the World Trade

Organization for reducing duly barriers have resulted in the Capital goods manufacturers

including B.H.E.L. to stand at the cross road of survival. Post APM (Administered Price

Mechanism) the viability of setting up grass root refineries is under question mark and

with the trend shifting towards LSTK (lump sum turnkey) for refineries, BHEL

Hyderabad had to come up with successful strategies to counter the slow down in its

business.

STRATEGIES ADOPTED

Small is beautiful

One of the first step of Hyderabad unit is to target the cost effective sugar market

for Captive Power Plant (CPP). This has resulted in value engineering of our products

enabling us to counter the stiff competition. This strategy of cost effective designs has

been extended to TG sets up to 25 MW and the unit is now having a major share of

medium range, Sugar and CPP market.

Conquer the Alien land

Exports have been given a major thrust through a two pronged attack (1) to

increase the basket of product being exported and identifying new countries for exports.

For the traditional exports of only GTG plants of medium range, Hyderabad unit is now


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exporting large and advanced class Gas Turbines, Compressors and its drives, STG sets

for captive applications, CCPs etc.

New countries have been added in our export map like China, Indonesia,

Kazakhstan, Srilanka. The exports figure which was Rs.8 Crores in 1998-99 has gone up

to nearly Rs.300 Crores in 2001-02 and in 2002-03 the unit maintained its export level

above Rs.175 Crores mark despite nearly Rs.100 Crores worth of items lying

undispatched at various ports due to Iraq war.

Focus on service sector

In the area of spares and services, B.H.E.L. Hyderabad set a new focus into the

lucrative refurbishment business. The company has completed supplies of the

refurbishment job for updating of 110 MW Turbo generator sets at APGENCO,

Kothagudem, Booked the major order from ONGC for refurbishment of 12 Nos of land

rigs (Rs.113 Crs.) Another 30 rings have been identified for refurbishment and will be

taken up in the next 3 to 5 years. With this the spares and services business for 2002-03

has crossed Rs.300 Crores mark which represents nearly; the quarter of the total

Hyderabad units Turnover.

In the area of services, we have overhauled 77 Turbines, Generators and

conducted life extension study on 3 sets of Turbines and 9 sets of Generators of aging

power plant.

Planning for Success

Another strategy, the company has adopted is implementing the enterprise wide

resource planning (ERF). As a first step implemented the pilot project for Gas Turbines

and planned to extend to other product more competitive in line with the global market

requirements.

Slim & TrimIn the present competitive world, an organization has to be slim & trim. From a

level of more then 9,000 employees three years back, the company has trimmed its flab

and is now fighting fit at less than 6,000 Nos manpower, through implementation of the

VRS scheme. Simultaneously the company has implemented a novel incentive scheme

linked to productivity, resulting in the highest ever critical facilities utilization of 90% in

2002-03, the company has executed more than 9501/1W of power equipments, which is

the highest in a year so far.


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E-enables Operation

B.H.E.L. Hyderabad has demonstrated its abilities in encompassing e-enabled

services for quicker customer response and greater transparency in purchase orderplacement, through implementation of e-commerce for ordering of spares by customer

and procurement of material through reverse auction.

HUMAN FACE OF HYDERABAD UNIT

B.H.E.L. was selected as the 7 th best employer out of 25 in a survey conducted by

He will Associates This survey included Private companies also.

The company has a system of workers participation in Management through shop

council, Plant council and Joint committees at shop floor level, unit level and companylevel respectively.

Hyderabad unit runs an institute to take care of the mentally challenged Childrenand make them self-dependent through Vocational Training. Physically Challengedperson are provided employment in the company.

A 169 bed Hospital with modern facilities in which not only our employees butalso Postal and other PSU employees residing in township are allowed to use the

facilities.

Vocational training for destitute women has been imparted through Ladies

Welfare Center.

Special Olympics were conducted for the physically & mentally challengedchildren throughout Indiawide in B.H.E.L.

The company is also deeply committed to the up-lifting of its surroundings are; itsenvironment, like for example:

Adopted five villages and provides base amenities.

Afforestation (in 233 Hectares), Rain water harvesting (3,600 cu.m) have beenimplemented.

Dry low Nox combustion system have been successfully implemented andcommissioned at two gas based power plants in India, thereby reducing toxicamissions from these plants. This is the frist ever such system in the country.

Latest technology, state of the Art machines, skilled and dedicated manpowerare the hallmark of the unit and it has prepared a road map to almst double its

turnover by 2006-07.

STD. HRS. OVER YEARS (in lakhs)


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HYDERABADB.H.E.L.

PRODUCT 2001-02

ACTUAL

2002-03

ACTUAL

2003-04

ACTUAL

2004-05

FLASH

2005-06

B-E

TC&GT 8.13 9.28 9.06 8.86 11.16

ELEC M/C 3.14 3.65 3.7 3.62 4.55

HE & FAB 3.21 3.09 3.34 3.75 4.48

PUMPS 0.99 1.11 1.09 1.06 2.97

RIGS 0.09 0.28 0.25 0.22 0.2

MILLS 2.19 2.17 2.13 2.22 5.3

SP CENT 0.36 0.47 0.47 0.43 0.4

OTHERS 0.08 0.07 0.03 0.04 0.04

TOTAL 18.19 20.12 20.07 20.20 29.10

DIVISION WISE HIGHLIGHTS 2004 05

TC & GT

1. First in-house manufactured advanced clss Gas Turbine (Fr-6FA) was

successfully tested and dispatched to Dhuvaran. This assembly and testing was

earned out without seeking the experts from our collaborator M/s. General

Electric. This GT was also fitted with MNQC combustion system which is done

for the first time in the world.

2. Shroud segment for stage#2 of Fr-6FA Gas Turbine successfully indigenised and

will be used in TNEB Kuttalam project.

3. The shop has delivered Turbine equipments totaling to 950 MW, which is the

highest so far.

EM

1. Highest number of 22 Generators tested in a financial year. The shop also has

delivered the highest output at 950 MW.

2. Overhand Exciters were successfully established in-house through reverse

engineering and utilized for a number of projects.

3. Modular design for 4-pole cost effective generators in 8 MW to 12.5 MW range

developed. The first such order dispatched to 12.5 MW BSES Grasim.

4. Lowest cycle lime of 2 months for Fr-9E 120 MW Generator was achieved

(from receipt of rotor forging) on single line priority basis as against the normal

cycle time of 5 to 6 months. The Generator was dispatched to Iraq-IV.


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5. Static Frequency converter to Fr-6FA Dhuvaran was supplied for the first time

Tins is used for starting of the Gas Turbine.

SWITCHGEAR

1. All time high number of 400 KV SF6 Breakers completed (48 Nos).

2. 74 Nos. of mud agitators manufactured and handed over to OFE division in a

record time of 45 days.

3. In-house vacuum brazing of Honeycomb for shroud segment of Fr-9E & Fr-6FA

successfully established.

4. Fr-6 combustion liner successfully established in house.

HEAT EXCHANGERS

1. Fr-6FA Gas Turbine Exhaust Frame and diffuser supplied

to 01 shop for the In-house manufactured Gas Turbine, avoiding costly imports.

2. Fr-9E Cooling Water Module and Air Blast Oil cooler

hitherto imported was Manufactured for the first time in-house and supplied to Iraq.

3. Improved condenser tube layout was developed,

manufactured and supplied for Shakti Sugars with the help of Corporate R&D,

resulting in 20% higher heat transfer coefficient. This resulted in 25% reduction in

size and weight of the condenser.

PUMPS

1. Sulzer design cartridge for refurbishment of 200 KHI pumps, successfully

established at Kothagudem TPS resulting in energy savings of 9168 KWH per

day. Based on this performance. APGENCO has ordered 7 more pumps, of whichone number was supplied in March 2003.

2. A fixture for fabrication of pipes for kicker stage outlet on the discharge cover of

500 MW BFP is developed to ensure with changeability of cartridges.

3. All pumps repairs were completed within 3 months of receipt from customer.

OSP


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1. Based on an emergency call from OMGC Ankleshwar due to an accident

O&P engineers carried out repair of E1400 Rig on war fooling and restored the

rig within 4 days.

2. E140C Rig at OMGC Karaikal was refurbished and restored to the best

condition matching international standards.

3. Crossed Rs.60 Crores mark in Oil Rig refurbish-ment.

4. E-Commerce for Pulverize spares goes live-cycle time for spare orders by

Customers reduced from 3 months to 30 minutes.

5. Highest number of XRP 1003 mills manufactured (25 Nos).

PED

1. Fuel conversion of 3 x Fr-5 Gas Turbines at Maruti Udyog was successfully

carried out, within a short span of time.

F&P

1. The quality of in-house manufactured Ni-haed rolls is improved by controlling the

alloying elements resulting in improved wear life.

SPARES MANAGEMENT

1. Crossed Rs.300 Crores mark in spares turnover for the first time. This also

represents (313/1042) a level of 30% of the corporation turnover of spares.

2. All spares due up to March 2001 have been liquidated.

3. Crossed Rs.90 Crores in refurbishment business for the first time.

EXTERNAL SERVICES

1. Residual life extension studies (RLA) carried for 3 turnover and 9 generators.

2. Helped commissioning of SNPS China Fr-9E GTG set in a record time of 35

days.

3. Successfully commissioned 6 industrial TG sets (Supreme-2 sets. ACC Tikana,

ACC Madhukarai Sree Paper. Balarampur Chini Mills).


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4. Carried out a number of retrofit jobs.

MAS

1. Designed, manufactured and supplied a chasis with Hyderbad Brake System for

Tirumala Maha Ratham within a short time of 2 months. After fitting the chassis,

the Ratham was used in the Brahmotsvam festival in November,2002.

2. Savings in power consumption to the tune of Rs.30 Lakshs achieved throught

reduction in maximum demand.

3. Erected and commissioned (a) CMC Flame cutting machine (b) CNC horizontal

machining center (c) CMC HMT center lathe.

4. Two conventional machines in 51 shop retrofitted with CNC.

QUALITY

1. Second Fr-9E test bed was commissioned and one Fr-9E GT was tested in this

bed and dispatched to Iraq.

2. The earlier Fr-9E test bed was modified for testing of Fr-6FA and successfully

carried out the test on the first in-house manufactured Fr-6FA GT for Dhuvaran.

3. DH70 pedestal for vaccum balancing tunnel commissioned to accommodate

Steam Turbines Rotors between 20 & 30 MW.

4. The unit was certified for ISO 9000-2000 version in May 2002.

5. TQM assessment done covering all the products.

6. External customer satisfaction survey was conducted covering 17 Head Quarters

and 22 Sites.

7. API 8C certification for Oil Rig product obtained.

8. Received for best award from APPC for promoting and maintaing Quality Circles.

9. Received OHSAS 18001 certification.

CMM

1. On line enquiry system for Vendors called PRADAN (Purchase Related

Activities Data Access through Network) was launched as e-initiative to increase

transparency the MM function and enabling vendors to access various

procurement related information.

2. Reverse Auction for Rate Contract conducted for selected items.


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3. MM software developed for on-line conversion of indents to inquire through

e-mail reducing the procurement cycle time.

4. Established C-Class common item stores for which automatic procurement

actions are taken based on MIN stock level.

5. Rs.125 Crores worth of Site returned items salvaged.

QUALITY

What is New in the Revised ISO 9001 (2000) Standard

The key standards within the ISO 9000 family of standards (ISO 9001 1994, ISO

9002 1994, ISO 9003 1994) have been merged into a single ISO standard. ISO 9001

2000.

NEW FORMAT

The text has been rewarded for easier adaptation to a wider range of organization

some definitions have been changed.

Subcontractor has been changed to Supplier

Customer remains uncharged.

The standard has a new process oriented structure. It included a process model

based on the Plant-Do-Check-Act cycle, which outlines the product and / or services

cycle and the management control cycle.

The 20-point formal has been replaced. The text of the standard is now organized

into four major processes.

Section 5 Management Responsibility.

Section 6 Resource Management

Section 7 Product Realisation

Section 8 Measurement analysis, and improvement.

Documentation requirements are less prescriptive, and allow greater flexibility.

NEW REQUIREMENTS

Higher focus on the Customer.

Measurable objective must be established.

Product Realisation.

Measurement analysis, and improvement.


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Resource Management.

Product Realisation.

Measurement, analysis and improvement.

TQM

Total Quality Management is a management philosophy & a methodology that

work together to produce an organization focused on customer satisfaction, continuous

process improvement, employee participation, teamwork, leadership and recognition.

TQM aims at Constancy of Process through

Continuously maximizing customer satisfaction.

Continuously identifying and eliminating non-value adding activities.

Continuously harnessing human, material and other resources of an organization

in most effective way to achieve company objectives.

Embedding a culture of continuous improvement in all areas of operation with

customer focus.

In this year internal customer perception study (ICPS) was carried out followed

by internal customer satisfaction. Measurement with the help of M/s GN Consulting 12

critical customer pairs were identified that participated in workshops to identify

perception gaps. Thereafter, internal customer satisfaction measurement was also earned

out. The scores now showed below. The score reflects the extent of satisfaction of other

functions with the function shown in chart below.

HSE IMPLEMENTATION IN B.H.E.L HYDERABAD

Health, safety and environment (HSE) systems in B.H.E.L Hyderabad are in line

with ISO 14001 standard for environmental management and OHSAS 18001 for

Occupational Health & Safety Management.

Unit is certified by DNV (Del Norske Veritas) to ISO 14001 in October 2000 and

to Occupational Health & Safety Assessment Series (OHSAS) 18001 in October

2002. Both systems are defined in HSE Manual for he unit.

B.H.E.L has gained in implementation of HSE both in tangible benefits as well as

in improving working conditions. Some of the major event/achievements of 2002

2003 include.


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a) OHSAS 18001 certification by DVN in October 2002.

b) Work environmental Study of all critical areas in earned out and areas /

activities exceeding permissible work environment limits are identified.

c) Medical check up of identified people is cabled out (400 are covered out

of 600 identified people)

2. Overview of the EPQM Excellence Model

The EPQM Excellence Model is a non-prescriptive framework based on criterion.

Five of these are Enablers and four are Results. The Enabler criteria cover what an

organization does. The results criteria cover what an organization achieves. Results by

Enablers and feedback from. Results help to improve Enablers

The model which recognizes there are many approaches to achieving sustainable

excellence in all aspects of performance, is based on the premise that excellent results

with respect to performance, customers, people and achieved through leadership driving

policy and strategy, that is delivered through people partnership and resources, and

processes.

The EFQM model is presented in diagrammatic from below (PRIVATE). The

arrows emphasize the learning helping to improve enablers that in turn lead to improved

results.

Highlights of TQM:

2001 02 for the first time all the products areas were covered in the assessment.

Till 2000 01 only 3 product areas were covered additionally O & P pumps and SG also.

TAM was renamed as Business excellence Management at Hyderabad unit to

reflect the focus of TQM in the name itself.

2002 03 for the first time General Hospital has also been included in the scopeof TQM besides the 6 product areas.

ENVIRONMENTAL MANAGEMENT SYSTEM (EMS)

1. EMS is a system through which an organization sets and achieves environmental

performance levels like conservation of natural resources control of pollution,

reduction of waste, etc.


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2. ISO 14001 is an international standard on Environmental Management System

Organisations following 150:14001 define their environmental policy, objectives

and set targets for achievement.

3. B.H.E.L is certified to ISO 14001 since October 2000. After initial environmental

review of activities various departments in B.H.E.L identified significant aspects

in their activities, which have impact on environment. Based on these

environmental management programs (EMPS) are identified in each area to

mitigate or eliminate the impact of significant aspect.

Operation of a steam jet air elector is a significant environment aspect,

which has environmental impact (nose pollution). An EMP is undertaken to

install a silence: to reduce the impact (noise level)

4. B.H.E.Ls environmental policy stipulates.

Compliance to environment regulation / legislations (Air Act, Water Act,

Hazardous Waste Rules). Environment Protection Act and Manufacturing,

Storage and Handling of Hazardous chemical rules;

Control of pollution and reduction of waste.

Conservation of natural resources with focus on water, oil, energy,

chemicals and paints.

Creating environmental awareness.

Increasing green cover.

5. With the implementation of EMS BHEL has gained significantly in areas like

Compliance to legislation / regulations.

Reduction in power, water and oil consumption.

Reducing pollution (leakage of oil, coolant in storm water drain is avoided).

Awareness on environmental protection is given to all employees.

6. The achievements for 2001 02 are encouraging and recorded a saving of 9% in

energy consumption, 31% saving in water consumption 31% saving in oil

consumption.

7. To improve our environmental performance, we have taken up several measures

like Mechanized Disposal of solid waste in canteen, established fume extraction


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system in welding areas, installed of moisture eliminator for improving the

performance of service compressors, revamped of shaker to reduce noise in

foundry areas, landscaping done to reduce dust, introduced HT-capacitors to

improve efficiency of power transmission and construction of raised platforms to

store segregated waste.

8. Achievements in engineering field include introduction environmental friendly

filters, on line water wash and dry low nox combustion systems ( DLN ) to

control pollution in gas turbine, development of steam turbines for biomass based

power plants, introduction of high efficiency pumps and reduction of material

content in generators and steam turbines.

STATUS OF ERP IMPLEMENTATION PROJECT PROGRESS

1. The GT pilot project ERP implementation was released for use from 31st Dec.

2002. The implementation covered the areas of Materials Management,

Engineering Quality Control, Manufacturing, Production Planning, Project

Management, Costing and Finance functions of gas turbines. All the systems have

been in live use from 1st January 2003 encompassing above functional groups.

There has been heavy use of many of these systems during the last three months

because of relatively higher magnitude of operations in the last quarter of the just

concluded fiscal year.

2. The general feedback with respect to last three months usage is as given below.

3. Sub-contract activities which were earlier partially computerized have been fully

computerized now and integrated with overall material management system. The

material issued to vendors and material lying with vendors related data are

available on-line. The processing time for material movement to vendors has been

reduced by about one month.

4. Purchase order release and identification of supply sources have been integrated.Better PO authorization and control has been realized.

5. Valuation of material release has been made on-line and current thus avoiding

Manual processing of the same.

6. Quality inspection clearance of incoming materials has been made on-line. This

has reduced the delays in QC clearance because of lack of documentation from

vendors etc. The material accountable status and its movements are available on-

line for monitoring.


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7. Engineering project templates have been used for monitoring of project status at

PGMA level.


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CHAPTER-3

HRM Practices In B.H.E.L


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HRM Practices In B.H.E.L In Introduction

HUMAN RESOURCE

With the changing business scenario, B.H.E.L. is alive to the challenge before it

in terms of new approaches to Human Resources Management Developing and sustaining

a dynamic work culture which enables joint optimization of organizational goals and

individual potential, taking care if the changing aspirations of the people are the key

focus areas for the organization at this juncture.

HUMAN RESOURCE PROFILE

B.H.E.L. derives its strength from its strong and dedicated workforce of 62500

employee (as on March 1998 ) of which over 11,000 are highly qualified professionals.

The manpower strength of the organization is distributed across major employee

categories and units.

Promotion Policy and Rules

Objectives:

To provide all employees with board equality of opportunity in growth and

career prospects.

To ensure fairness, equitability, consistency and uniformity in the matter of

promotion of employees in all the units/divisions of the company.

To recognize and reward employee for their contribution to the growth of the

organization.

Guidelines and principles

Promotion from one group to another group:

It is done on the basis of merit as assessed through a selection process which

through a selection process which may include an eligible for consideration for

promotion to the promotion to the higher group.

Promotion with in a group:

Employees are eligible for consideration for promotion from a lower grade to the

next higher grade with in the same group on completion of the number of years of service


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prescribed in the lower grade. The qualifying period for promotion with in a group will

be noticed by management by time to time.

Fast track promotion:

In order to motivate to them for further improvement, the number of employees

promoted is generally limited to 10% of the total number of employees.

Preference for SC/ST:

The government of India orders issued from time to time relating to reservations

for SC/ST candidates.

Seniority:

Seniority as between personnel selected in the same selection shall determined in

accordance with the order of merit drawn up by the selection promotion by the competentauthority.

TRANSFER POLICY AND BENEFITS

Every employee of the company is liable to transfer from one unit or company to

other unit or company.

It may be horizontal transfer:

Unless selected for a higher position the transfer of an employee is made in the

same grade and pay as held at the time of transfer ( here in after reffered to as horizaontal

transfer.) Such employees who are horizontally.

Transfer on selection to higher post against open advertisement:

The employee is selected from one unit/ division for appointment to higher posts

in another unit/division against open advertisement are entitled to all the benefits as on

horizontal transfer except the grant of distriburbance allowance and payment of bonus.

Their pay in the higher post is fixed as on promotion.

STUDY LEAVE

Study leave is admissible to regular employee of the company who has rendered a

minimum of 3 years services inclusive of training/apprenticeship period in the company.

In the case of deputations who are subsequently absorbed in the company the period of

deputation will count for this purpose.

The chairman, may, in exceptional cases, approve reduction of the eligibility

period of 3 years service 2 years for grant of study leave under the rules.


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Period of study leave:

Study leave is normally admissible for a maximum period of 2 years for masters

program and 3 years in the case of doctoral program once during the entire service of the

employee subject to exigencies of work. The period of study leave may be extended by

maximum of one year in case of P.G. programmers and 2 years in case of doctoral

program on merits of each case. Each case of study leave abroad will require specific

approval of the corporate office.

Study leave will not be debited to the regular leave account of the employee. The

employee choose to contribute to his provident fund account during the period of study

leave, the company will make a matching contribution as per rules in force from time to

time. The contribution will however, be based on the qualifying emoluments drawn by

the employee before proceeding on study leave. Successful completion of the higher

studies and acquisition of the related qualification is a pre-requisite for extending these

benefits.

The employees will be considered for promoting only after they have joined duty

in B.H.E.L. on the expiry of study leave and in the event of selection they will be given

notional seniority in the promoted grade.

Financial benefits on account for promotion will accrue earliest from the date the

employee has joined his duty on the study leave. The study leave will not be considered

for the purpose of earning any kind of leave.

FAMILY PLANING INCENTIVE

Female Employees Tubectomy:

Employees with two children or less, amount of incentives is rest. 400 applies topuerperal and non-puerperal cases.

For other cases

All other cases of female employees/male employees or their wives under going

Tubectomy / vasectomy irrespective of the number of children, amount of incentives they

get 200 Rs.


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Growth of special increment

The employees who themselves or whose spouses undergo sterilization may be

granted.

One special increment subject to the following conditions.

The employees must be with in the reproductive age group. In case of male employee

must be with in the reproductive age group. In case of male employee, this would

mean that he should not over 50 years of age and his wife should be between 20 to 45

years of age, in the case of a female employee, she must not be above 45 years of age

an her husband must not be over 50 years of age.

The employee should have 2 or 3 living children only.

LEAVE AND HOLIDAYS

Casual leave

Employees with service up to 10 years

10 days in a calendar year.

Employees with service above 10 years

12 days in a calendar year.

Sunday and holidays falling with in the spell of casual leave will not be debited to

the casual leave account.

Extra Ordinary Leave

Extra ordinary leave without any pay and allowance may be granted.

Up to 3 months and any occasion other than on grounds of illness.

Up to 6 months on any occasion on medical certificate for disease

other than TB and leprosy.

Up to 8 months in case of treatment for TB and leprosy.

The period spent on extraordinary leave will not count for purpose of

earning earned leave

HUMAN RESOURCE DEVELOPMENT


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The most prized assets of B.H.E.L. are their employees. The HRD center of the

company help in up gradation of skills, continuous training and retraining, a positive

work culture and participate style of management have led to the development of a

committed and motivated workforce, enhanced productivity and quality levels.

OBJECTIVES OF HRD CENTER B.H.E.L.

HRD help employees to enhance his skills and capabilities so that it leads to job

satisfaction

Managerial Effectiveness:

To help corporate cadre executives to improve their effectiveness in the current

jobs and also preparing and taking up new responsibilities and challenges in future

through development programs.

Developing managerial skills in trust area:

To identify constraints in achieving objectives of the organization and identify

trust areas for action. To develop relevant managerial skills amongst executives in the

thrusts areas.

Nourishing a value system for B.H.E.L.:

To identify ingredients of the requisite value system for the organization and to

strive through various strategies for strengthening and nourishing it. Periodically to

access the prevalent value system and to bridge gaps.

Research and Publication:

To take up research projects within the organization and also in collaboration with

other organization. To understand managerial process and dynamics and contribute to

knowledge and Indian management practices research which help in shaping future

organization.

Consultancy services:

To provide management consultant services to the units division B.H.E.L. on

specific problem areas, which are also extended to other organization.

TRAINING PROGRAMME FOR EMPLOYEES

General management program

GMP-XIII


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GMP-XIV

GMP-XV

GMP-XVI

MAP based programs for executives

Cost consciousness.

The strategist.

Working together.

The winner.

Synergy.

The first step.

Customer focus.

Problem solving.

Decision-making.

Art of negotiation.

Communication skills.

Analytical ability.

Commitment to quality.

Creativity and innovation.

Organization planning & system.

BEHAVIORAL SCIENCE

Building managers programme.

Executive development programme (promoters).

SDP module-0.

SDP module-1.

SDP module-11.

SDO module-111.

Technician development programme.

Artisan development.

Managing emotion.


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Employee productivity through NLP.

7 habits for highly effective people.

Counseling.

Advance counseling.

Managing stress & tension.

Interpersonal skills.

Supporting staff development programme (SSDP)

HEALTH SAFETY, ENVIRONMENT & QUALITY

Safety programmes.

Department based HSE programmes.

Health care.

Workshop on OHSAS 18001.

HSE refresher course.

TQM for top management.

Quality circle program for executive guides and area coordinators.

COMPUTERS.

Compressors.

Steam turbine generators & pumps.

Gas turbin & generators.

Circuit breaker.

OTHER PROGRAMMERS

Engineer trainees.

Graduate apprentices.

ICWAI finance trainees.

Post diploma trainees.

Sandwich apprentices.

Technician apprentices.

Trade apprentices.

Vocational apprentices.

Crane operators.


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Trade conversion.

MATERNITY LEAVE

All female employees are entitled to the grant of maternity leave as under.

On full pay for period of 90 days from the date of its commencement subject to

production of medical certificate from the authorized medical attendant.

90 days of maternity leave is also permissible in the event of delivery of a still born

child on full term by a female employee.

Maternity leave may be combined leave of any other kind, but only if a medical

certificate from the authorized medical attendant supports the request for such leave.

SPECIAL CASUAL LEAVE

30 days leave is granted to the employee is selected to represent the company in

tournaments recognized by the state association.

Retired employees contribution health scheme:

This scheme will apply to the following categories of retired B.H.E.L. employees.

In case the B.H.E.L. retired employees who is availing the benefits under this

scheme dies, his spouse with continues to avail the benefits under this scheme subject to

his continuing to meet the criteria of eligibility mentioned in the scheme.

The spouse of an employee who dies while in service after putting in minimum of

10 years in the company may be allowed medical facilities (both OPD and indoor

treatment) to the extent allowed to the retired employees under the B.H.E.L retired

employees contribution health scheme on payment of contribution and subject to the

terms and conditions prescribed under the said scheme.The medical card will be issued to the retired employees. This card is valued for

prescribed period.

The retired employee and spouse will be entitled to medical attendance and

treatment as indoor patients in the companys hospitals, the expenditure incurred on

availed of in any of the companys hospitals, the expenditure incurred on hospitalization

is reimbursable in full on submission of bills, except as otherwise provided, only if the

treatment is taken in AIMS/GOVERNMENT/PSU RAILWAY/DEFENCE HOSPITALS.


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REIMBURSEMENT

Expenses incurred by the beneficiary on medical attendance and treatment in

government/company approved hospitals, on purchase of materials from open market or

payment for diagnostic tests etc., will be reimbursed to him by the division where he is

registered. For this purpose, the beneficiary should submit his claim for reimbursement in

the prescribed form.

LTC (LEAVE TRAVEL CONCESSION)

LTC once in a calendar year (split facility):

Admissible to employee and family in lieu of LTC on a in a block of tow years as

per entitlements and condition specified under the rules.

The LTC block year will be the same as under the facility of availing once in two

years. If split facility is availed once, the same facility will be available for the second

time for that block of two years. If an employee/ member of family a\- ails split block

facility for a two years, the employee/ member of the family will be entitled to the same

facility only for block of two years.

When an employee hires a company car on payment, it should be ensured that he

is not allowed LTC claim for the same journey at a rate higher than the rate charged by

the company. In such cases a certificate should be obtained from the employee that the

amount claimed is not more than the actual expenditure incurred by him.

An employee may avail LTC during leave of any duration and of any kind

including casual leave, this will include special leave granted for sports meets as alsoleave without pay but not unauthorized absence. The employee can be permitted to avail

LTC during holidays and weekly off days also with prior permission of the competent

authority to leave head quarters.

An employee and member of family who are unable to avail LTC in a block of

two years may carry forward the entitlement to the end of next block of two years where

the journey falls in the succeeding calendar year of the next block; the concession will be

counted against the year in which the outward journey is commenced.


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REIMBURSEMENT OF LTC EXPENSES OF CERTIFICATION

The employee may claim reimbursement of LTC expenses under the certification

scheme for traveling to any place in India.

The employees retiring between January and March of a new LTC block may be

allowed reimbursement of LTC expenses on certification basis for journey performed.

TRAVEL CONCESSION FOR EMPLOYEES CHILDRENS

Travel concession for employees children studying away from the place of

posting of the employee who are studying in recognized educational institution. This

concession can be availed of only once in a calendar year during approved vacation from

the educational/professional institutions to the place of posting of the employees to join

their parents and back. The reimbursement of the fare will be limited to actual expense

incurred on travel in each directional rates from the railway station. Nearest to the place

where the children are studying to the railway station nearest to the place of posting of

the employee/ place where the employee has been permitted to retain the family by the

shortest route.

LOANS AND ADVANCES

Festival advance

Interest free advance for listed festivals is admissible an employees once in a

calendar year. The amount of such advance admissible will be as laid down in the rules

depending on the employee category.

Cycle advance

Admissible once in five years up to Rs.800/- or the anticipated cost of the cycle

which ever is less. Interest charged will be at rates notified by the company from time to

time to the advance is payable in twenty monthly installments.

Vehicle advance

Admissible only to employees who are members of B.H.E.L.s provident fund forat least one year for purchase of motorcar, motorcycle / scooter as per eligibility criteria

laid down. The advance for purchase of motorcar is admissible only to executives in E3

level and above.

Vehicle Amount of advance

Maximum no of

installment for

recovery

1.Motorcar 35 months basic pay or Rs.120000 or anticipated cost of car, whichever is less.

200


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2.Motor cycle Rs.15000/- or anticipated cost of vehicle

Whichever is less.

90

3.Moped Rs.9000/- or anticipated cost of vehicle

Whichever is less.

80

INTEREST SUBSIDY ON HOUSING LOAN

Employees with continuous regular service of 5 years in the company are eligible

qualifying amount for subsidy is limited to a maximum of Rs.3.5 lakhs loans should be

from housing agencies approved by B.H.E.L. interest difference to the extent of rate of

interest charged by the government and HFA rate of interest whichever is less is

subsidized.

SOCIAL SECURITY BENEFITS

Insurance schemes

a) GLSI

Offers life coverage in the event of death while in service and also promotes

savings by employee to provide for retirement.

Caegory of

employee

Sum assured

(Rs.)

Risk portion (Rs.

P.m.*)

Savings portion

(Rs. P.m.*)

AI/BI to AVI/BVI& equivalent

grades.

10,000 5.00 8.50

AVII/BVII to

AXI/BXI/BXI/SI to

SIII, J.E.

20,000 10.00 17.00

E1 to E4 and

equivalent grades.40,000 20.00 34.00

E5 and above 80,000 40.00 68.00

* Paid by the company.

* * Paid by the employee.

Note: The sum assured in the event of death while in service is payable to the nominee.

b) Group insurance

Offers only life coverage and the premium is entirely born by the company. The

sum assured is as below to the nominee:


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CATEGORY OF EMPLOYEE SUM ASSURED (Rs.)

AI/BI to AVI/BVI and equivalent grades. 10,000

AVII/BVII to AXI/BXI SI to SIII & JE 20,000

E1 to E4 & equivalent grades 35,000

E5 and above 50,000

c) EDLI

Policy taken with LIC with no premium liability on employee in lieu of the

statutory employees deposit linked insurance scheme under the PF act uniform life

coverage of Rs. 37,000/- payable to the nominee.

d) Housing loan group insurance

Offers life coverage only to an employee who has availed house Building

advance/interest subsidy from the company risk coverage is the housing loan and interest

outstanding as on the date of death subject to a maximum of Rs.3.5 lakhs payable by LIC

to B.H.E.L. to be adjusted against the outstanding principle and interest amounts the

premium will be born by the employee @ Rs.51/-per thousand p.a. of the outstanding

loan amount plus interest subject to a maximum of Rs.3.5 lakhs.

e) Other insurance schemes

(i) Group personal accident insurance

Applicable only to executives in grades E4 and above providing maximum

coverage of Rs.1 lakh for injury/diablement/death arising out of accident while traveling

by air/rail in India or abroad entire premium is borne by the company.

(ii) Overseas medical insurance scheme

Operational on individual basis to officers visiting foreign countries on Official

duty for the duration of visit policy is purchased by the company from Indian insurance

companies Indian currency.

(iii) Individual personal accident insurance policy

Operative for all the categories of employees posted/visiting / passing through

areas affected by terrorism covering states of Punjab, Assam and Jammu And Kashmir.

COMPENSATION TO EMPLOYEES COVERED UNDER WORKERS-

COMPENSATION ACT.


44/109

For personal injury caused by an accident arising out of in the course of

employment resulting in death or permanent to total/ partial disablement, subject of other

conditions, compensation will be admissible as given under the act. In addition, leave

salary will be paid during the period of disability leave after deducting the compensation

amount payable under the act.

EX-GRATIA PAYMENT TO THOSE KILLED IN TERRORIST ATTACKS.

Will be made equivalent to 50 months pay + DA last drawn by the employee in

lieu of employment provided to spouse / dependent.

GRATUITY

Payable to an employee as per the payment as per the payment of gratuity act on

termination of employment due to superannuation / resignation / death or diablement due

to accident or disease after rendering continuous service of not less than five years except

in case of death or disablement. The ceiling of gratuity to an employee is Rs.3.5 lakshs.

DEATH RELIEF FUND

Gives monetary assistance to family of member employee who dies while is

service the schemes voluntary Rs.1.00 per member collected as contribution on death of

con.

1. The following areas / actions require proof information and sanction of the

competent authority:-

a) Employment of the near relation of the employee in any establishment enjoying

patronage of the company.

b) Recording of the relationship/interest in any matter concerning any establishing

whose dealing come before an employee.

c) Participation in any radio broadcast, contribution of an article to a newspaper ofperiodical.

d) Giving evidence in connection with any enquiry conducted by any person

committee or authority.


45/109

CHAPTER - 4

DATA ANALYSIS & INTERPRETATION


46/109

4.1.1. Opinion regarding the salary and perks receive.

EXECUTIVES:

AGEGROUP

1 2 3 4

TotalHighly

SatisfiedSatisfied Undecided Dissatisfied

25-34 - 3 1 1 5 (12%)

35-44 1 8 - - 9 (20%)

45-54 4 16 - - 20 (45%)

Above 54 3 7 - - 10 (23%)

Total 8 (19%) 34 (77%) 1 (2%) 1 (2%) 44 (100%)

Diagram:

18%

78%

2% 2%

Highly Satisfied Satisfied Undecided Dissatisfied


47/109

18% of them are highly satisfied, 78% of them are satisfied, 2% of them are

undecided, 2% of them are dissatisfied about the salaries and perks they receive.

NON-EXECUTIVES:

4.1.2

AGEGROUP

1 2 3 4

TotalHighly


25-34 - - - - -

35-44 3 3 - 1 7 (11%)

45-54 10 29 - 3 42 (63%)

Above 54 4 12 - 1 17 (26%)

Total 17 (26%) 44 (67%) - 5 (7%) 66 (100%)

Diagram:

26%

66%

8%

Highly Satisfied Satisfied Dissatified


dissatisfied about the salaries and perks they receive.


48/109

2. Feel the safety and welfare measures are satisfactory?

EXECUTIVES:

AGE

GROUP

1 2 3 4

TotalHighly

Satisfied

Satisfied Undecided Dissatisfied

25-34 - 9 - - 9 (10%)

35-44 3 16 1 - 20 (23%)

45-54 3 7 - 3 13 (15%)

Above 54 6 36 2 - 44 (52%)

Total 12 (15%) 68 (79%) 3 (3%) 3 (3%) 86 (100%)

DIAGRAM

14% of them

are highly

satisfied, 81% of

them are satisfied,

5% of them are

undecided about

the safety and

welfare measures

they follow.

NON-EXECUTIVES:

14%

81%

5%

Highly Satisfied Satisfied Undecided


49/109

AGE

GROUP

1 2 3 4

TotalHighly


25-34 - - - - -35-44 3 4 - - 7 (12%)

45-54 - 31 1 1 33 (58%)

Above 54 4 12 - 1 17 (30%)

Total 7 (12%) 47 (82%) 1 (2%) 2 (4%) 57 (100%)

DIAGRAM

24%

71%

2% 3%



undecided, 3% of them are dissatisfied about the safety and welfare measures they allow.

3. The work environment?

EXECUTIVES:


50/109

AGE

GROUP

1 2 3 4 5TotalHighly


Highly

Dissatisfied

25-34 - 1 2 2 - 5 (12%)35-44 1 6 - 1 1 9 (20%)

45-54 1 13 3 3 - 20(45%)

Above 54 1 7 2 - - 10(23%)

Total 3 (7%) 27 (61%) 7 (16%) 6 (14%) 1 (2%) 44(100%)

Diagram:

7%

61%

16%

14%

2%

Highly Satisfied Satisfied

Unde cide d Dis satis fie d

Highly Dissatisfied


undecided, 14% of them are dissatisfied, 2% of them are highly dissatisfied about the

environment of their surroundings.

NON-EXECUTIVES:

AGE

GROUP

1 2 3 4

TotalHighlySatisfied



51/109

25-34 - - - -

35-44 1 4 1 1 7 (11%)

45-54 6 30 2 4 42 (64%)

Above 54 3 13 - 1 17 (25%)

Total 10 (15%) 47 (71) 3 (5%) 6 (9%) 66 (100%)

Diagram:

15%

71%

5%

9%



undecided, 9% of them are dissatisfied about the environment of their surroundings.

4. Regarding the nature of the work ?

EXECUTIVES:

1 2 3 4 5


52/109

AGE

GROUP

TotalHighly


Highly

Dissatisfied

25-34 - 2 - 1 2 5 (11%)

35-44 1 6 1 1 - 9 (21%)

45-54 2 15 - 3 - 20(45%)

Above 54 3 5 2 - - 10(23%)

Total 6 (14%) 28 (64%) 3 (7%) 5 (11%) 2 (4%) 44(100%)

Diagram:

14%

63%

7%

11%

5%



Highly dissatisfied



nature of work they are presently working.

NON-EXECUTIVES:

AGE

GROUP

1 2 3 4

TotalHighly


25-34 - - - - -

35-44 3 4 - - 7 (11%)


53/109

45-54 8 29 1 4 42 (66%)

Above 54 3 12 - - 15 (23%)

Total 14 (22%) 45 (70%) 1 (1%) 4 (7%) 64 (100%)

Diagram:

24%

68%

2%6%



undecided, 6% of them are dissatisfied about the nature of work they are presently

working.

5. Psychological feeling regarding interest in the work?

EXECUTIVES:

AGEGROUP

1 2 3 4 5

TotalHighly


Highly

Dissatisfied


54/109

25-34 - 3 - - 2 5(11%)

35-44 1 7 - 1 - 9(21%)

45-54 5 12 1 2 - 20(45%)

Above 54 3 6 1 - -10(23%)

Total 9 (20%) 28 (64%) 2 (5%) 3 (7%) 2 (4%) 44(100%)

Diagram:

20%

63%

5%

7%

5%

Highly Satisfied SatisfiedUnde cide d Dis satis fie d

Highly dissatisfied


undecided, 7% of them are dissatisfied, 5% of them are highly dissatisfied

about the psychological feelings and interest in their work.

NON-EXECUTIVES:

AGE

GROUP

1 2 3 4 5

TotalHighly


Highly

Dissatisfied

25-34 - - - - -

35-44 1 5 1 - - 7 (11%)

45-54 12 27 1 1 1 42 (64%)

Above 54 5 11 1 - - 17 (25%)

Total 18 (27%) 43(65%) 3 (4%) 1 (2%) 1 (2%) 66 (100%)


55/109

Diagram:

27%

65%

5%1%2%



Highly Dissatisfied



psychological feelings and interest in their work.

6. Acquiring new skills and knowledge to enhance performance?

EXECUTIVES:

AGE

GROUP

1 2 3 4 5

TotalHighly


Highly

Dissatisfied

25-34 - 3 1 - 2 6 (13%)

35-44 2 5 1 1 - 9 (21%)

45-54 3 14 2 1 - 20 (44%)

Above 54 1 7 2 - - 10 (22%)

Total 6 (13%) 29 (64%) 6 (13%) 2 (5%) 2 (5%) 45(100%)


56/109

Diagram:

13%

63%

14%

5%5%



Highly dissatisfied



acquiring new skills and knowledge to enhance their performance.

NON-EXECUTIVES:

AGE

GROUP

1 2 3 4

TotalHighly

Satisfied Satisfied Undecided Dissatisfied

25-34 - - - - -

35-44 1 4 - 2 7 (11%)

45-54 9 28 2 3 42 (64%)

Above 54 3 14 - - 17 (25)

Total 13 (20%) 46 (70%) 2 (3%) 5 (7%) 66 (100%)

Diagram:


57/109

20%

69%

3%

8% 0%


Dissatisfied Slice 5


undecided, 8% of them are dissatisfied about the acquiring new skills and knowledge to

enhance their performance.

7. Contribution of work assignments to maintain and expand capabilities?

EXECUTIVES:

AGE

GROUP

1 2 3 4 5

TotalHighly

Satisfied Satisfied Undecided DissatisfiedHighly

Dissatisfied

25-34 - 1 1 1 2 5(11%)

35-44 3 4 1 1 - 9(21%)

45-54 5 12 2 1 - 20(45%)

Above 54 1 9 - - - 10(23%)

Total 9(20%) 26(59%) 4(9%) 3(7%) 2(5%) 44(100%)

Diagram:


58/109

20%

59%

9%

7%

5%



Highly dissatisfied



Contribution of work assignments to maintain and expand their capabilities.

NON-EXECUTIVES:

AGEGROUP

1 2 3 4 5

TotalHighly

SatisfiedSatisfied

Undecide

d

Dissatisfie

d

Highly

Dissatisfie

d

25-34 - - - - - -35-44 2 3 1 1 - 7(11%)

45-54 7 28 4 2 1 42(64%)

Above 54 2 13 2 - - 17(25%)

Total 11 (17%) 44 (66%) 7 (10%) 3 (5%) 1 (2%) 66(100%)

Diagram:


59/109

16%

66%

11%

5% 2%



Highly Dissatisfied



Contribution of work assignments to maintain and expand their capabilities.

8. Opportunities to increase marketability?

EXECUTIVES:

AGE

GROUP

1 2 3 4 5


Satisfied Undecided DissatisfiedHighly

Dissatisfied

25-34 - 3 - - 2 5 (11%)35-44 1 4 3 1 - 9 (20%)

45-54 4 11 3 2 - 20 (45%)

Above 54 2 2 5 - 1 10 (24%)

Total 7 (16%) 20 (45%) 11 (25%) 3 (7%) 3(7%) 44(100%)

Diagram:


60/109

16%

45%

25%

7%

7%



Highly dissatisfied



opportunities to increase their marketability.

NON-EXECUTIVES:

AGE

GROUP

1 2 3 4



25-34 - - - - -35-44 - 5 2 - 7 (10%)

45-54 4 26 10 2 42 (65%)

Above 54 3 13 - - 16 (25%)

Total 7 (11%) 44 (68%) 12(18%) 2 (3%) 65 (100%)

Diagram:


61/109

11%

66%

18%

5%0%


Dissatisfied Slice 5


undecided, 5% of them are dissatisfied, about the opportunities to increase their

marketability.

9. Organizing employee seminars on new developments?

EXECUTIVES:

AGEGROUP



Highly

Dissatisfied

25-34 - 1 - 2 2 5 (12%)

35-44 - 3 2 4 - 9 (20%)

45-54 1 10 3 6 - 20 (45%)

Above 54 - 3 3 4 - 10 (23%)

Total 1 (2%) 17 (39%) 8 (19%) 16 (36%) 2 (4%) 44(100%)

Diagram:


62/109

2%

39%

18%

36%

5%



Highly dissatisfied



organizing employee seminars on new developments.

NON-EXECUTIVES:

AGE

GROUP


Satisfied Satisfied Undecided DissatisfiedHighly

Dissatisfied

25-34 - - - - - -

35-44 2 2 1 2 - 7(12%)

45-54 8 22 3 7 2 42(63%)

Above 54 3 10 1 3 - 17(25%)

Total 13 (19%) 34 (51%) 5 (9%) 12 (18%) 2 (3%) 66(100%)

Diagram:


63/109

20%

51%

8%

18%

Documents

Quality of Wrk Life