Professional Documents
Culture Documents
BHEL – AN OVERVIEW
Bharat Heavy Electricals limited (BHEL) is the largest engineering and
manufacturing enterprise in India in the energy-related/infrastructure sector, today.
BHEL was established more than 40 years ago, ushering in the indigenous Heavy
Electrical Equipment industry in India - a dream that has been more than realized
with a well-recognized track record of performance. The company has been earning
profits continuously since 1971-72 and paying dividends since 1976-77.
BHEL manufactures over 180 products under 30 major product groups and caters
to core sectors of the Indian Economy viz., Power Generation & Transmission,
Industry, Transportation, Telecommunication, Renewable Energy, etc. The wide
network of BHEL's 14 manufacturing divisions, four Power Sector regional centres,
over 100 project sites, eight service centres and 18 regional offices, enables the
Company to promptly serve its customers and provide them with suitable products,
systems and services -- efficiently and at competitive prices. The high level of
quality & reliability of its products is due to the emphasis on design, engineering and
manufacturing to international standards by acquiring and adapting some of the best
technologies from leading companies in the world, together with technologies
developed in its own R&D centres.
BHEL has
Installed equipment for over 90,000 MW of power generation for Utilities, Captive
and Industrial users.
Supplied over 2, 25,000 MVA transformer capacity and other equipment in
Transmission & Distribution network up to 400 kV (AC & DC).
Supplied over 25,000 motors with Drive Control System to Power projects,
Petrochemicals, Refineries, steel, Aluminum, Fertilizer, Cement plants, etc.
Supplied Traction electrics and AC/DC locos to power over 12,000 kms Railway
network.
Supplied over one million Valves to Power Plants and other Industries.
BHEL’s operations are organized around three business sectors, namely Power,
Industry – including Transmission, Transportation, Telecommunication &
Renewable Energy – and Business. This enables BHEL to have a strong customer
orientation, to be sensitive to his needs and respond quickly to the changes in the
market.
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The greatest strength of BHEL is its highly skilled and committed 42,600
employees. Every employee is given an equal opportunity to develop himself and
grown in his career. Continuous training and retraining, career planning, a positive
work culture and participative style of management – all these have engendered
development of a committed and motivated workforce setting new benchmarks in
terms of productivity, quality and responsiveness.
and services to meet the needs of core sectors like: power, transmission, industry,
oil & gas, non – conventional energy sources and telecommunication. A wide –
spread network comprising 14 manufacturing divisions, 8 service centres, 4 power
sector regional centres, 18 regional offices, besides a large number of project sites
spread all over India and abroad, enables BHEL to be close to its customers and
cater to their specialized needs with the total solutions – efficiently and
economically. An ISO 9000 certification has given the company international
recognition for its commitment towards quality. With an export presence in more
than 60 countries, BHEL is truly India’s industrial ambassador to the world.
BHEL has joined the “Global Compact” of United Nations and has committed itself
to support it and the set of core values enshrined in its ten principles. The “Global
Compact” is a partnership between the United Nations, the business community,
international labour and NGO’s. It provides a forum for them to work together and
improve corporate practices through co-operation rather than confrontation.
Human Rights
LABOUR STANDARDS
ENVIRONMENT
ANTI CORRUPTION
In recognition of this, BHEL has been awarded the ISO 14001 Environment
Management Systems Certification and OHSAS 18001 Occupational Health &
Safety Management Systems Certification from M/s Det Norske Veritas (DNV).
Under UNDP programme for specialized services in the area of environment, BHEL
has set up a Pollution Control research Institute (PCRI). BHEL also has a Model
Centre for Occupational Health Services at Trichy, which is a pioneer in this field in
India. Today it offers a wide range of occupational health care as well as expertise
in work environment monitoring, toxicology, ergonomics and in organization of OHS
to multitude of industries for different sectors in India. Few ILO sponsored
candidates from African countries have undergone training at this Model centre.
In 1947, BHEL set up its engineering consultancy wing under the name
Consultancy Services Division (CSD) to address the market demand for turnkey
services in power and related areas. In 1977, CSD was re-christened as Projects
Engineering Division (PED). Since 1984, it has been known as Project Engineering
Management (PEM).
PEM’s experience of over 200 coal based and gas based power stations, installed
in India and abroad up to 500 MW unit rating, totaling more than 66,000 MW, makes
it India’s largest power plant engineering and design organisation.
Customer
Consultan National
t Bodies
Contract- Project
Project/Site
ing Engineering Management
Agencies Management
Quality/Inspectio
n
BHEL Mfg.
Agencies
Units Balance of
Plant
Vendors
and design stage.
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FINANCIAL STRUCTURE
HEAD
PEM
Head(s)
Head(s) Head(s) Head Project
Engineering Proposal Procurement Coordination Head Quality,
& Commercial LRP, IT &
Vendor
Electrical Development
Systems Product
Groups
Head Human
Mechanical Resource
Systems Projects
Engineering
Head Finance
Piping & Layout
Mechanical
Head
Vigilance
Mechanical
Auxiliaries
Civil
Control &
Instrumentation
CCP Engg.
STRENGHTS
• Capability to handle projects on turnkey / EPC basis.
• Wide range of engineering capabilities.
• Capability to design to national and international codes and standards – BS,
DIN, ASME, API, IBR, EJMA, IEC, VDE, IEEE.
• Varied experience with national and international consultants.
• Pool of experienced human resources.
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RANGE OF CAPABILITIES
Concept stage
• Feasibility Studies
• Detailed Project Reports (DPR)
Bid Preparation
• Proposal Engineering
• Technical Engineering
Project Engineering
• Basic Design
• System Design
• Station Engineering
Development
• Techno-Economic Studies
• Plant Optimization
• Technology up-gradation / absorption
Contracts Management
Procurement Support
• Mechanical :
a. Mechanical Auxiliaries (MAX)
b. Mechanical Piping & Layout (MPL)
c. Mechanical Structural Engineering (MSE)
d. Q – Quality, VD – Vendor, MR
• Proposal Engineering
• Human resources
• Finance
• IT & Management Services
Supervisors – 67
Clerikal – 21
Ets – 20
Sts – 28
Total _ 475
From the national viewpoint, human resources may be defined as, “the
knowledge, skills, creative abilities, talents and aptitudes obtained in the
population.” From the viewpoint of an organization, human resources represent the
people at work. According to Jucius, human resources or human factors refer to “a
whole consisting of inter-related, inter-dependent and interacting physiological,
psychological, sociological and ethical components.” Thus, human resources
represent the quantitative and qualitative measurement of the workforce required in
an organization.
ii) Human resources are dynamic and behave differently. They react to the same
situation in quite different ways. It is, therefore, very difficult to predict human
behaviour.
iv) Human resources are the most important element in organization. The effective
utilisation of all other resources depends upon the quality of human resources.
v) Human resources have the greatest potential to develop and grow provided the
right climate is provided to them. An organization can survive and grow if it has
the right people at the right time working at right jobs.
Scott and others have defined as follows: “human resource management is that
branch of management which is responsible on a staff basis for concentrating on
those aspects of relationship of management to employees and employees and with
the development of the individual and the group. The objective is to attain maximum
individual development, desirable working relationship between employers and
employees, and employees and employees, and effectively moulding of human
resources as contrasted with physical resources.”
CHARACTERISTICS OF HRM
On the basis of the definitions given above, the following features of human
resource management can be identified:
between where we are and where we want to go. Planning is the means to
manage change.
(b) Human Resource Planning. It is the process of estimating the present and
future manpower requirements of the organisation, preparing inventory of
present manpower and formulating action programmes to bridge the gaps
in manpower.
(c) Recruitment. It is the process of searching for required human resource
and stimulating them to apply for jobs in the organisation. A proper
balance should be maintained between the internal and external sources
of recruitment.
(d) Selection. It implies judging the suitability of different candidates for jobs
in the organisation and choosing the most appropriate people.
(e) Placement. It means assigning suitable jobs to the selected candidates so
as to match employee qualifications with job requirements.
(f) Induction or Orientation. It involves familiarising the new employees with
the company, the work environment and the existing employees so that
the new people feel at home and can start work confidently.
conducted to determine wage and salary structure for various jobs in the
organisation.
c) Bonus. It involves payment of bonus under the
payment of Bonus Act, 1965 as well as non-statutory bonus and other
incentives.
2) The Welfare Aspect. This aspect is concerned with working conditions and
amenities such as canteens, crèches, rest rooms, lunch rooms, housing,
transport, education, medical help, health and safety, washing facilities,
recreation and cultural facilities, etc.
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All the above aspects are concerned with human element in industry as distinct from
the mechanical element.
(iii) Top management should place the HR department at par with the other
department and assign the same status to HR manager as other
departmental heads.
(v) Job description and job specification for HR manager should be written in
accordance with the latest developments in human resources and
behavioural sciences.
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(vii) HR managers should enlarge their perception about their role. They should
consider and function as change agents rather than confining themselves
to conventional roles of welfare officer, law officer and canteen supervisor.
(2) Personal Attributes. Like any other manager, the human resources manager
requires several personal qualities. Some of these qualities are given below:
(a) Intelligence. This implies the ability to understand; depth of
perception,etc.
(b) Communicative Ability. Command over language, ability to express
correctly, listening skill, ability to explain and interpret policy and
programmes, etc. are elements of communicative skill.
(c) Decisiveness. It means analytical ability, sound judgement, foresight,
etc.
(d) Human Skills. It involves an objective mind tact, ability to discriminate
between right and wrong, insight in human nature, etc.
(e) Teaching Skill. It implies the ability to teach and train employees.
(f) Executive Skills. These refer to ability to implement policies and
programmes speedily and accurately.
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5. As a Liaison Man. Very often the human resource manager is asked to act as a
linking pin between different departments/divisions of an organisation.
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6. As a Housekeeper. The human resource manager looks after the safety, health,
welfare, etc. of employees.
Thus, the human resource manager plays a variety of roles depending on the needs
of the particular organisation.
HRM in BHEL(PEM)
The Human Resource Management Functions in BHEL consists of the following:
1. Recruitment
2. Probation
3. Contract labor
4. Training
5. Deputation
6. Organization Chart
7. Manpower budget
8. ACR’s
9. Promotion
11. Transfer
13. Resignation
14. Retirement
19. Leave
20. Punctuality
22. L.T.C
27. CDA
PROCESS OF RECRUITMENT
4. Communicating the Information about the organization, the job and the terms
and conditions of service.
SEARCH FOR
FINDING AND
PROSPECTIVE EVALUATING
DEVELOPING
EMPLOYEES EFFECTIVENESS
SOURCES OF
(a) Developing OF RECRUITING
POTENTIAL
techniques
EMPLOYEES
(b) Attracting
candidates
TRANSFERRING TO
HUMAN NEW JOB
RESOURCE
RESEARCH
UPGRADING SAME
INTERNAL POSITION
RESOURCES JOB
POSTING PROMOTION TO
HIGHER JOB
EXPERIENCE
EMPLOYEE
REFERALS PROVIDING
INFORMATION
EXTERNAL
RESOURCES ADVERTISING
CLARIFYING
SCOUTING
DOUBTS
SELECTION PROCESS
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The selection is the process of choosing the most suitable persons out of all the
applicants. The selection process can be successful if the following conditions are
satisfied:
(a) some one should have the authority to select. This authority comes from the
employment requisition as developed through an analysis of the workload and
wokforce.
(b) There must be some standard of human resource with which applicant can be
compared. In other words, a comprehensive job description and job
specification should be available beforehand.
(c) There must be a sufficient number of applicants from whom the required
number of employees may be selected.
The characteristics we look for while hiring are: the person should be hungry
for success and have a risk taking capacity. He or she must also be able to ‘think-
out-of-box’, learn to live with the stress, be a great team player and have a
cosmopolitan look.
telephone. They are requested to provide their frank opinion about the
candidate without incurring any liability. They are assured that all the
information given by them will be kept confidential. The opinion of referees
can be useful in judging the future behaviour and performance of a
candidate.
satisfactory or upto the standard required for the post , his/her services are
liable to be terminated at any time without notice and without assigning any
reason therefore.
Board level
Designations
DIRECTOR( )
E9 EXECUTIVE DIRECTOR
GENERAL MANAGER ( )
E5 SR.MANAGER()/SPECIALIST
E4 MANAGER()
E3 DY.MANAGER()
E2 SR.()OFFICER/ SR.()ENGINEER
E1 ()OFFICER/()ENGINEER
c. MEDICAL DEPARTMENT
AI Unskilled worker
Sanitary worker gr.II
Catering attendant gr.II
AV Artisan GR.II
Draughtsman GR.II
Lab asstt. GR.II
Store keeper GR.II
Operator GR.II
Draughtsman GR.II
Lab asstt.GR.II
Store Keeper GR.II
Operator GR.II
AVII Technician
Sr. Draughtsman Gr.III
Sr. Lab asstt.Gr. III
Sr. Store keeper Gr.III
Sr. mechanic GR.III
Sr.operator Gr.III
AVIII Sr.Technician
Sr. Draughtsman Gr.II
Sr. Lab asstt.Gr. II
Sr. mechanic GR.II
Sr.operator Gr.II
Sr. Store keeper Gr.II
AX General technician
General draughtsman
General Artisan
General Draughtsman
General Lab asstt.
General Store keeper
General Operator
General Fireman
BI Attendant Gr.II
Mali Gr.II
Hospital Attendant Gr.II
Chowkidar
BIII Clerk
Telephone operator
EDP operator GR.III
Time keeper Gr.III
Security Sub inspector Gr.III
Asstt.Estate Inspector Gr.III
BV Nurse Gr.II
BVII Sr.Asstt.Gr.III
Sr.Planning asstt.Gr.III(Bhopal only)
Personal Asstt.Gr.III
Sr.EDP Operator Gr.III
Sr. Time keeper Gr.III
Sr. Asstt.cashier Gr.III
Sr.Receptionist Gr.III
BVIII Sr.Asstt.Gr.II
Sr.Planning asstt.Gr.II(Bhopal only)
Personal Asstt.Gr.II
Sr.EDP Operator Gr.II
Sr. Time keeper Gr.II
Sr.Receptionist Gr.II
BIX Sr.Asstt.Gr.I
Sr.Planning asstt.Gr.I(Bhopal only)
Personal Asstt.Gr.I
Sr.EDP Operator Gr.I
Sr. Time keeper Gr.I
Sr. Asstt.cashier Gr.I
Sr.Receptionist Gr.I
BX General Asstt.
General Planning asstt. (Bhopal only)
General Personal Asstt.
General EDP Operator
General Time keeper
General Receptionist
General Cashier
SAI Chargeman
Technician Gr.III
Technical Asstt.Gr.III
Design Asstt.Gr.III
Scientific Asstt.Gr.III
Store Holder Gr.III
Chargeman (purchase)
Lecturer Gr.III
Fire Supervisor Gr.III
JE Junior Executive
SAIII Foreman
Technician Gr.I
Technical Asstt.Gr.I
Design Asstt.Gr.I
Scientific Asstt.Gr.I
Store Holder Gr.I
Lecturer Gr.I
Fire Supervisor Gr.I
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Lecturer Gr.I
Supervisor Horticulture Gr.I
Category- Supervisory(non-technical)
JE Junior Executive
(c) To recognize and reward employees for their contribution to the growth of
the organisation.
(d) To sustain the high morale of the employees by informing them of the
promotion opportunity existing in the organisation.
(e) There may be a certain percentage of employees who do not qualify for
promotion under any of clauses provided above. These are so due to their
consistently ‘poor’ performance and/or other reasons. Such employees
treated under the category ‘drop-outs’ are not eligible for promotion until
there is recorded improvement in their overall performance and conduct.
• SENIORITY
Seniority as between personnel selected in the same selection shall be
determined in accordance with the order of merit drawn up by the selection
promotion committee and approved by the competent authority.
• DEBARRING
Employees undergoing punishment for specified period shall not be
considered fro promotion during that period.
• POLICY
Every employee of the company is liable for transfer from one
department/section/job within the same unit/division or from one unit/division
of the company to another or from the company to any other government
department/public sector undertaking as and when required by the company
at the discretion of the management.
• HORIZONTAL TRANSFER
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• TRANSFER ON SELECTION TO
HIGHER POST AGAINST OPEN ADVERTISEMENT
The employees 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 disturbance allowance
and payment of bonus. Their pay in the higher post is fixed as on promotion.
• TRANSFER ON SELECTION AS
TRAINEE/APPRENTICE
The employees selected as trainees/apprentices against open advertisement
are governed by the rules on “Entitlements of Departmental Trainees” as
notified from time to time.
8. Training:
Training is the process of increasing the knowledge and skills for doing a
particular job. It is an organized procedure by which people learn knowledge and
skill for a definite purpose. The purpose of training is basically to bridge the gap
between job requirements and present competence of an employee. Training is
aimed at improving the behavior and performance of a person. It is a never
ending or continuous process.
a. IMPORTANCE OF TRAINING
A well – planned and well – executed training programme can provide the
following advantages:
• Higher productivity
• Cost reduction
• Reduced Supervision
• High morale
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• Personal growth
• Organisational climate
• Higher earnings
• Safety
• Adaptability
• Promotion
• New – skills
The period of deputation will initially be for two years from the date on which he
handed over charge of the post in the parent and end on the date on which he
assures charge of the post in parent department.
• General
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• Over payment if any made by the company will be recovered from the
officer even after the expiry of the terms of deputation.
10. Manpower:
Executives – 302
Supervisors – 67
Clerikal – 21
Ets – 20
Sts – 28
Total _ 475
• In determining the average consumer price index the fraction below 0.5 will
be ignored and 0.5 and above will be rounded off to the next higher integer.
• For computation of D.A., 50 paise and above to be rounded off to the next
rupee and less than 50 paise to be ignored.
• D.A. on HPL
D.A. during half pay leave is to be computed with reference to the basic pay
actually drawn. In other words, in such cases D.A. will be computed on the
reduced pay only.
• General :
i. Where both husband and wife are employees of the company and
posted at the same station, HRA is admissible to both of them as per
their individual entitlement subject to the prescribed ceiling limit,
without production of rent receipt/municipal assessment of rental value.
However, HRA is not admissible to both, if one of them has been
allowed company leased accommodation.
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iv. For the purposes of these rules, the term ‘pay’ in addition to basic pay
includes special pay, personal pay, deputation (duty) allowance and
non-practising allowance.
• Recovery of rent for accommodation leased by the company will be at the rate
of 10%of pay.
• It may be niticed from annexure – III to the above referred letter of govt. of
India that ranges of living areas corresponding to different types of
accommodation are overlapping. It has also been decided that no
additions/alterations of structural charsceter With a view to ensure uniformity
in classification of accommodation and determining the flat rates of license
fee, following classifications may be followed.
• Normally, water and electricity charges are payable by the allottes to the local
bodies. Where, however, such charges cannot be recovered from the allottees
due to non-availability of separate motors etc., this will continue to be
recovered by the electrical appliances, air conditioning appliances etc., would
also be recovered from the allottees, if issued.
• The living area of the quarters indicated in annexure III has been assessed on
the basis of the following area of the bulk of general pool quarters have been
constructed over a long period of time. However, there may be cases, where
the living area of the quarters may be slightly less than the minimum specified
or the relevant type or slightly more than the maximum specified. In such
cases, license fee may be recovered on the basis of classification of the types
of accommodation and based on the lowest or highest rates depending on the
lower living area or higher living area of the quarter and in such cases, the
license fee may be fixed on a provisional basis and such anomalies brought to
the notice of the directorate of estates indicating the type of accommodation,
plinth area, living area, year of construction and number of rooms available
etc., so that such cases can be considered and decision taken.
The “BHEL traveling and daily allowance rules” will be applicable to all regular
full time employees of the company including stipendiary trainees other than
apprentices i=under the apprentices act,1961.
CONDITIONS:
• Employees who travel by rail should indicate the ticket number in their TA
claims.
• Executives of the rank of E.D. and above are entitled to travel by the
executive class on the airbus routes operated by the Indian airlines on
tour.
• Executives in the pay scale of E4 and above can travel by air while on
duty. In other cases, sanction of competent authority should be obtained.
• Accommodation charges are payable by the employees when they stay in the
company’s guest houses and they will be paid daily allowance as ‘with
lodging’. In case of stay at govt. or other public sector undertakings’ guest
47
houses with which BHEL has reciprocal arrangements at identical rates, daily
allowance will be paid as ‘with lodging’.
• The room rent for stay while on tour in guest houses maintained by the
company is settled by the employee will be reimbursed on submission of T.A
claims along with the receipts of room rents. In addition D.A. as applicable for
the station will be paid.
• The room rent for the period of stay may be debited to the unit to which the
employee belongs. In such cases, the following procedure will be followed:
• The guest house will prepare the bill towards the room rent in triplicate and
obtain the signature of the employee on the original and the copies. The bill
will indicate the employees’ division, staff no., period of stay and it will be
retained by the guest house, second copy will be sent to the unit finance
department and the original will be given to the employee concerned.
The initial pay of an employee appointed to a post will be fixed normally at the
minimum of the time scale of the post to which he is appointed. Exceptions to
this rule are given in Annexure I. Higher initial pay may, however, be granted
at the discretion of the management in deserving cases.
Where special day has been given in lieu of higher grade, it should be taken
into account for the purpose of fixation of pay. Special pay which is granted as
an incentive for specific purposes under the company rules and which forms
part of basic pay under these rules is also similarly taken into account for the
purpose of fixation of pay on promotion subject to rules prescribed therefore.
• Drawal of increment
Where an employee promoted to a post draws a lower arte of pay in that post
than another employee junior to him in the lower grade and promoted
subsequently to the same or identical higher post, the pay of the senior
employee, in the higher job, should be stepped upto a figure equal to the pay
fixed for the junior employee in that higher post.
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ii. these rules inter – alia, provide that the disciplinary authority may allow thw
concerned employee to draw any pay not exceeding the maximum of the
lower grade or post which it may think proper; provided that the pay so
allowed to be drawn should not exceed the pay that would have been fixed
by counting the service rendered in higher grades or post as service in the
lower grade or post.
• Miscellaneous
i. ELIGIBILTY
(b) the grant of study leave is further subject to the condition that the
employee:
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I. Is not due to retire within 5 years from the date on which the
employee is expected to return to duty after the completion of the
course.
Study leave will not be debited to the regular leave account of the
employee.
iii. Entitlement
• The employee is not entitled to any pay or allowances during the
period of study leave.
1. the period of study leave that will qualify for the above
benefits will be restricted to three yrs.
iv. Procedure
viii. The portion of study leave availed without completing the study will
not be reckoned for the purpose of eligibility for promotion or for earning
increments.
Employees who are not eligible for bonus under the payment of Bonus Act
are paid special incentive. The payment on this account is linked to the
performance under the MOU and is regulated as per the categorization of
the company’s performance by the government.
ii. Application
iii. General
b. Every employee of the company holding a supervisory post shall take all possible
steps to ensure the integrity and devotion to duty of all employees for the time being
under his control and authority.
iv. Misconduct
BIBLIOGRAPHY