A STUDY ON COLLECTIVE BARGAINING IN

URANIUM CORPORATION OF INDIA LIMITED

(A GOVT. OF INDIA ENTERPRISE)

PROJECT REPORT SUBMITTED TO

UCIL JADUGUDA. JHARKHAND

IN PARTIAL FULFILFILLMENT OF REQUIREMENT FOR THE DEGREE FOR

MASTER OF PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

SESSION-2009-2011

PREPARED BY

GANESH SHANKER SINGH

BANARAS HINDU UNIVERSITY VARANASI. INDIA

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ACKNOWLEDGEMENT First of all, I would like to extend my foremost gratitude to the almighty GOD for giving me the strength and wisdom for making this project a grand success. I express my sincere gratitude to all those who have help me directly or indirectly for the completion of this humble effort. I am extremely grateful to my parents for their invaluable support, blessing and encouragement. I am very much thankful to UCIL management, especially to MR. K. MAHALI (GM, personnel ), MR. B.B. SAW (manager, personnel ), MR. S. MURMU (CM. personnel. mill ) for his kind cooperation and keen interest Shown by him for the preparation of this report. Collection of data and information was one of the most difficult task in the preparation of this study. I owe my gratitude MR. Mahesh Rajak (asst. librarian ) for providing me with every information I demanded. I thank them all for their kind assistance. Finally I thank to UCIL Management & workers & trade union officials for giving me their valuable time.

22/06/2010

Ganesh shanker singh

Roll no. 13/MPMIR/10 UNIVERSITY ENROLMENT NO. 291262
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DECLARATION

I, the undersigned hereby solemnly declare that project entitled, COLLECTIVE BARGAINING IN UCIL is a genuine profound work done by me under the auspicious of project guide and other concerned executives. All the information collected is authentic and to the best of my knowledge.

GANESH SHANKER SINGH

PROFILE OF THE COMPANY

Name of the company and address:

URANIUM CORPORATION OF INDIA LIMITED (UCIL) (A Government of India Enterprise) Regd. Office: P.O. Jaduguda mines, Dist.: Singhbhum (East) Jharkhand 832102 Phone : 0657-2730122/222/353 Fax : 0657-2730322 E-mail: uranium@ucil.gov.in Visit us at www.ucil.gov.in

ISO 9001: 2000 QUALITY POLICY

Uranium Corporation Of India Limited (UCIL) is committed towards maximizing the output of Uranium concentrate and other related by-products.

It strives to achieve these goals through continual development and implementation of cost-effective, safe and environment friendly technology towards improving levels of efficiency and productivity of its mines, plants and related infrastructure.

UCIL also commits itself for improving of its employees through improved work practices.

ISO 14001: 2004 ENVIRONMENTAL POLICY

In line with its corporate policy, Uranium Corporation of India Limited (UCIL), adopts environmental management system in all its areas and committed to:

Manage air, water and noise pollution in its surface operations and Air & noise pollution in its underground mines.

Continual improvement in environmental quality and prevention of pollution by applying best available practices & setting reviewing objective & targets.

Compliance

with

applicable

environmental

laws

&

other

requirement concerned with all its operation. y y Conservations of natural resources. Monitor the health of all its employees & to ensure the preventive & betterment measures. y The policy will be made available to interested party whenever asked for.

IS 18001: 2000 OCCUPTIONAL HEALTH & SAFETY POLICY

Uranium Corporation Of India Limited (UCIL) adopts OHSMS as an integral part of its business performance and committed to maintain high level of occupational health and safety (OH & S) at the work places and control radiation & mining/ processing related hazards. The company is further committed to:

Design, construct, operate and maintain its facilities to ensure safety of employees, plants and equipment.

y y

Company with all relevant statutory rules and regulation on OH & S. Impart training and re-training of all employees including contractor workers with the emphasis on development of safety -oriented skills.

y y

Provide adequate resources to implement OH & S policy. Continually improve the OH & S performance by setting and reviewing of OH & S objective and targets.

Ensure good health of all employees through regular medical checkup.

Ensure communication, understanding and maintenance of the policy at all the levels.

CONTENTS

CHAPTER: 1 y Introduction

CHAPTER: 2 y Research methodology CHAPTER: 3 y Profile of the industry y Profile of the organisation CHAPTER: 4 y Findings CHAPTER: 5 y Conclusion y Suggestion y Bibliography y Questionnaire

INTRODUCTION
Collective bargaining in organized sectors of industrial organizations is now an established practice. It may either be voluntary or statutory as laid down in the industrial laws of any country. In India, it may either be voluntary or statutory as laid down in the industrial disputes act, 1947. The pre-requisites for successful collective bargaining are very strong and recognized trade unions and employer s organizations.

Definitions of Collective bargaining

The topic collective bargaining is defined in various ways by various authors. There are some of the definitions given by some intellectuals & institutions, they are following:y The English dictionary gives the meaning of the term collective bargaining as the negotiation between a union and a employ er for determining wages, hours of work, rules and working conditions . y The international labour organization in a worker s education manual, Geneva, 9th impression, 1973, on the subject described it as the procedure by which the wages and conditions of employment of workers are regulated by agreements between the representatives of unions and employers. The manual defines collective bargaining in a wider sense as negotiations about working conditions and terms of
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employment between the employer, a group of employers or one or more employer s associations on the other, with a view to reaching agreement. In the absence of representative worker s organization, representatives of the workers duly elected and authorized by them in accordance with national laws and regulations may be parties to collective negotiations , this is the best suited definition as it clarifies the entire points required in collective bargaining. y Ludwing Teller has defined Collective bargaining as an agreeme nt between a single employer or an association of employers on the one hand and the lobour union on the other hand which regulates the terms and conditions of employment . y The encyclopedia Britannica defines that collective bargaining is a negotiation between an employer or group of employers and a group of working people to reach an agreement on working conditions. y Richardson says: collective bargaining takes place when a number of work people enter into a negotiation as a bargaining unit with an employer or group of employers with the object of reaching an agreement on the conditions of the employment of the work people. y Cox defines collective bargaining as the resolution of industrial

problems between the representative of employers and the freely designated representatives of employees acting collectively with a minimum of government dictation. y According to Selig Perlman: Collective bargaining is not just a means of raising wages and improving conditions of employment. Nor is it merely democratic government in industry. It is , above all, a technique whereby an inferior social class or group exerts a never-slackening pressure for a bigger share in social sovereignty as well as for more welfare and greater
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security and liberty for its members. It manifests itself actually in politics, legislation, court litigation, government administration, religion, education and propaganda.

In brief, collective bargaining may be defined as a process of negotiation and other related pressure tactics (like threats, counter-threats) adopted by the employer and the organized workers represented by their union in order to determine the terms and conditions of employment. In other words, it is technique adopted by the organization of workers and employers collectively to resolve their existing or future differences with or without the assistance of a third party. Its ultimate aim is to reach some settlement acceptable to both the parties involved in industrial relations, although each of them may try to impose its own terms upon the other through pressure tactics and negotiations.

From the concept of collective bargaining, a few important facts pertaining to its nature become clear. These are: y It is carried out on a collective as distinct from an individual basis. That is, collective bargaining is bargaining by groups of people. y In the bargaining process, the main actors are employees, employers , and their associations. y The object of collective bargaining is rule -making, i.e., reaching an agreement by specifying the rules pertaining to employment relationship. y The main focus of these rules is on the terms and conditions of employment.

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y Collective bargaining is a civilized bipartite confrontation between the workers and the management with a view to arriving at an agreement, for the object is not warfare but compromise . y It is both a device and a procedure used by wage-earners to safeguard their interests; it is an institution or instrument of an industrial organization for discussion and negotiations between the two parties. y It is, moreover, a technique by which an attempt is made to reconcile the needs and objectives of workers and employees a nd is, therefore, an integral part of industrial society. y The essence of collective bargaining lies in the readiness of the two parties to a dispute to reach an agreement or mutually satisfying settlement. It is concerned about the emotions of people involved in it as well as with the logic of their interests.

The process of collective bargaining has been considered by the students of industrial relations as:1. A means of contract for sale of labour. 2. A form of industrial rule. 3. A method of management. If all the above three aspects are taken into consideration together, it can very well be defined that collective bargaining is an institution under which the terms and conditions of employment of the workers are decided and settled by joint negotiations between the employers and the representatives trade unions of workers. It is also called a method of settling industrial disputes in an amicable manner between the representative trade unions and their employers without disturbing the industrial harmony and also the productions and productivity. Collective bargaining is the resultant of the trade union
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movement and therefore, it pre-supposes the existence of trade unions with a belief in the effectiveness of collective bargaining to encourage and further the interest of the employees.

FEATURES OF COLLECTIVE BARGAINING

Randle observes: A tree is known by its fruit. Collective bargaining may best be known by its characteristics. bargaining are:The main characteristics of collective

I.

It is a group action as opposed to individual action and is initiated through the representatives of workers. On the management side are its delegates at the bargaining table; on the side of the workers is their trade union, which may represent the local plant, th e industry membership or nation-wide membership.

II.

It is flexible and mobile, and not fixed or static. It has fluidity and ample scope for compromise, for mutual give-and-take before the final agreement is reached or the final settlement is arrived at. Bakee and Kerr observe: Essentially, a successful collective bargaining is an

exercise in graceful retreat-retreat without seeming to retreat. The parties normally ask for more or offer less than they ultimately accept or give. The take-it-or-leave-it proposition is not viewed as being within the rules of the game. One of the most damaging criticisms is that a party is adamant in holding to its original po sition. Before retreating with as much elegance as circumstances permit, each party seeks to withdraw as little as possible. This involves ascertaining the maximum concession, in this sense; all negotiations are exploratory until the agreement is consummated.

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III.

It is a two party process. It is a mutual give-and-take rather than a takeit-or leave-it-method of arriving at a settlement of a dispute. As two parties are involved in it. In this connection, Clark Kerr observes: collective bargaining can work only with the acceptance by labour and management of their appropriate responsibilities. It can succeed only when both labour and management want it to succeed .

IV.

It is a continuous process. It provides a mechanism for continuing and organized relationships between management and trade unions. The heart of collective bargaining is the process for a continuing joint consideration and adjustment of plant problems. It does not end with negotiation, but, as Glen Gardiner puts it, it begins and ends with the writing of contract. Actually, it is only the beginning of collective bargaining. It goes on for 365 days of the year The most important part of collective bargaining is the bargaining that goes on from day to day

under the rules established by the labour agr eements. V. It is dynamic and not static. Because it is a relatively new concept, and is growing, expanding, and changing. In the past it is used to be emotional, turbulent and sentimental; but now it is scientific, factual and systematic. Its coverage and style has changed. In this connection, J.M. Clark observes: collective bargaining has become, with surprising

swiftness, one of the greatest forces in our society. In anything like its present scale and power, it is a new thing. It is a process which transforms pleading into negotiation which permits employees dignity as they participate in the formulation of their terms and conditions of employment which embraces the democratic ideal and applies it

correctly and effectively at the place of work.

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VI.

It is industrial democracy at work. Industrial democracy is the government of labour with the consent of the governed-the workers. The principle of arbitrary unilateralism has given way to that of self government in industry. Collective bargaining is not a me re signing of an agreement granting seniority, vacations and wage increases. It is not a mere sitting around a table, discussing grievances. Basically, it is democratic: It is a joint formulation of company policy on all matters which directly affect the workers in a plant. It is the self-government in action. It is the projection of a management policy which gives the workers the right to be heard. It is the establishment of factory law based on common interest.

VII.

Collective bargaining is not a competitive process but is essentially a complementary process. Each party needs something that the other party has, namely, labour can make a greater productive effort and management has the capacity to pay for that effort and to organize and guide it for achieving its objectives. The behavioural scientist has made a distinction between distributive bargaining and integrative

bargaining. The former is the process of dividing the cake which represent the whole produced by the joint efforts of management and labour. In this process, if one party wins something, the other party, to continue metaphor of the cake, has a relatively smaller size of it. So it is a win-lose relationship. VIII. It is an art, an advanced form of human relations. To substantiate this, one needs only witness the bluffing, the oratory dramatics, and coyness mixed in an inexplicable fashion which may characterize a bargaining session.

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EVOLUTION OF COLLECTIVE BARGAINING

The phrase collective bargaining is said to have been coined by Sydney and Beatrice Webb of Great Britain which is said to be the home of collective bargaining. The idea of collective bargaining emerged as a result of industrial conflict and the growth o f the trade union movement, and was first given currency in the United States by Samuel Gompers. In India, the first collective bargaining agreement was concluded in 1920 at the instance of Mahatma Gandhi to regulate labour-management relations between a g roup of employers and their workers in the textile industry in Ahmadabad. This method is widely practicised in foreign countries such as U.S.A., U.K. and other European countries. The rapid industrialization and origin of great industrial houses in the western countries due to the great historical industrial revolution have paved the way for the birth of trade unions. The growth of trade unions subsequently made the growth of employer s association in these countries. Britain was the first among them which became the cradle of collective bargaining. The earlier collective agreements took place between the employers and the unions in the buildings, engineering and printing industries in Great Britain. A formal written collective agreement was arrived at in this country in the aforesaid industries in 1872. This became the pattern later. In U.S.A. the Wagner act of 1935 cleared the hurdle of collective bargaining which has given the worker the right to join a union of his choice and to make a strong representative union for fighting for the rights of workers.

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EVOLUTION OF COLLECTIVE BARGAINING IN INDIA

India remained undeveloped in the field of industrialization due to the misrule of the British govt. of India till independence. The idea of collective bargaining in India has developed only since independence. In the year 1918, Mahatma Gandhi had advocated principles of mutual negotiation to settle dispute between the credited organizations of employers and labour. On failure of negotiation he favoured conciliations and on failure of that too voluntary arbitration. In 1943 the Travancore coir factory workers union

representing about 90% of workers and employers association set up a joint body called the industrial relations committee to maintain industrial peace. The union president, passing a resolution, approved the principles of settlement of differences between employees and employers by mutual discussion and negotiation. This was the beginning of collective bargaining in India. Due to the inherent weaknesses in the trade unions growth in India such multiplicity of trade unions, affiliation to different political parties the political domination by politicians professing different ideologies, domination of outsiders in the executive, the trade union are by and large divided. The employers, on the other hand, are fairly organized and are in better positions at the bargaining counter with the labour leaders. In spite of all weaknesses from which trade unions suffer in India an attempt has been made under the provisions of the industrial disputes act through the process of collective bargaining.

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GANDHIAN APPROACH:
According to Mahatma Gandhi collective bargaining can succeed only when the labour knows more about the mechanism of the management while the management sheds off its traditional exclusive ownership rights. He advocated that labour and capital may function mutually as trustees of each other and jointly the trustees of the society. His approach to trusteeship is based on the following:1) Trusteeship may provide an equalitarian society in place of capital order through transformation. 2) It is based on the faith that human nature is never beyond redemption. 3) The right of private ownership of property can only be allowed to the extent of which may permit so far as it may be permitted by the society for its own welfare. 4) To fix a decent minimum wages for living and a limit should be fixed for maximum wage too. 5) The difference between such minimum and maximum income should be reasonable and equitable and variable from time to time so much so that the tendency should be towards obliteration of the difference. 6) The character of production will be determined by the society according to social requirement and not according to the personal whim or greed. 7) The main objective of this approach was to remove economic inequality prevailing in the society so that violence and class wa r could be avoided.

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CONTENT AND COEVERAGE OF A COLLECTIVE BARGAINING AGREEMENT

There is no standard specification of what should be included in a contract and what should not be included, although certain issues are often sought to be excluded from collective bargaining and retained for discussion and disposal by the management. Taylor observes: the essence of free collective bargaining is that the scope of the relationship, the procedures for negotiation and joint dealing, and the substantive terms of employment are all private matter to be worked out by unions and management withou t govt. interferences or direction. The scope of collective bargaining has increased tremendously in recent years, and many new subjects have been included under it. Randle adds: The expansion in the scope of collective bargaining has been due to various factors, namely: i. The growing strength of the unions which have pressurized managements to include new subjects in the agreements. ii. Increased profits have led to a favourable response to the demands of employees. iii. Increased prices along with increased production have contributed to expansion in the subjects for collective bargaining. iv. The liberal and sympathetic attitude evident in the decisions of the courts and legislative enactments has also favoured this expansion.

The subject matter covered by the contract generally varies with the maturity of the bargaining relationship between the two parties.

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As the bargaining relationship matures and the two parties grow in mutual trust and confidence, the agreement acts as a framework for peaceful settlement of day-to-day disputes. And when new contracts are negotiated, additional subjects are brought under collective bargaining. The contract provisions may be divided into four categories: union security, worker security, economic factors, and management prote ction. The contract, in the first section, contains the names of the parties to the contract, which recognizes the union as the representative of the employees. Usually, the union is the exclusive representative. Then it contains a union security clause, which means the extent to which the contract protects the union in holding its membership. The union security clause may vary from mere recognition at one extreme to the closed shop at the other. In many contract a check off clause is also included, which requires the employer to deduct the union dues from the employee s pay and forward them directly to the union. The worker security clause provides for seniority protection, covering promotion, job assignment, and lay-off. The economic items include wages and fringe benefits. The contract often includes clause which offer prerogatives to the management, that is, the right of management to make decisions without first conferring with the union. The management exercises unilateral authority within the are a covered by the prerogatives; the other decisions must be jointly made with the union. In some cases, the provisions state all things not covered by the contract are reserved for management authority. In other cases the provisions spell out the areas in which decisions may be made by the management without first conferring with the union. For example, the following may be specifically reserved: number of employees, nature of goods to be produced, price of final product, location of new plants, dividend policy, accounting and financial techniques, etc. in other areas the
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management may initiate action; but the contract grants the union the right to file a grievance if it believes the action is unjust. Typical areas in which prerogatives are exercised in this fashion are: scheduling production, introducing new production methods, and setting pay scales for new jobs. Lastly, it includes the clause relating the procedures of union -management relations and the grievance procedure. Although not always done, it is better to definitely state the duration of the agreement in one of its clauses.

The National Institute of Personnel Management suggests that the following facts should be included in a collective agreement: 1. The purpose of the agreement, its scope, and the definition of important terms. 2. The rights and responsibilities of the management and of the trade union. 3. Wages, bonus, production norms, leave, retiring benefits, and other benefits and terms and conditions of service. 4. Grievance redressal procedure. 5. Methods of, and machinery for, the settlement of possible future disputes. 6. A termination clause. A cursory glance at the agreement reveals that the issues covered under agreements can be grouped in three categories: viz. a) Employment and working conditions. b) Labour welfare, labour recruitment and management matters. c) Organizational matters.

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The first two which cover wages, bonus, D.A., retirement benefits, working hours, holidays with leave, supply of subsidized items like food, transport, housing, etc., are worker-interest oriented. The last category comprising union recognition, exclusive bargaining rights, check-off schemes, worker s participation in management, etc., are union-interest oriented matters. Some conflict of interest may apparently be involve d in these categories but in the final analysis gains of the union may reinforce the gains of workers. Similarly, gains which satisfy the current worker-oriented demands may strengthen the union by promoting worker -loyalty. It should, however, be noted that the issues of negotiation and agreement through collective bargaining include not only wage rates, but also terms and methods of compensation for overtime works and allowances for dead work; hours of works and numbers of paid holidays; call -in-pay, paid sick leave; production norms, technical practices, standards of performance to test the competence of workers; allowance for fatigue; hiring, firing, promotion, lay-off, dismissal and retrenchment; rationalization, productivity and participation in trade union activities; the worker s rights and privileges; recognition of trade unions; employment injuries, i.e., measures to be taken for the protection of life and limbs of employees; bonus for dangerous and unhealthy works; pension; disciplinary proceedings, grievance procedure, worker s participation in management; gratuity and provident fund; the right of management to discipline workers; ways of handling materials; fines for infraction of rules; trade union security; machinery for settlement for disputes; and many more subjects. Management and trade unions sometimes cooperative with each other in developing a job evaluation system which facilitates the fixing of wage rates in an undertaking for different categories of
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workers on the basis of the duties performed by them. In the United States, Sweden and Italy, collective bargaining provides for consultation with the representatives of workers prior to the introduction of new production methods or prior to collective dismissals effected for economic considerations. It is obvious from the foregoing discussion that collective bargaining covers negotiation, administration, interpretation and application of written agreements between employers and trade unions representing the employees, and indicates the policies and procedures which shall govern the determination and/or fixation of wages, rates of pay, hours of work and other conditions of employment. In the United States, Great Britain, Germany, Italy, Norway, Sweden and Switzerland, the contents of collective bargaining agreement are solely determined by the parties themselves. While framing an agreement, the fact that is to be taken into consideration is that the conditions of employment do not fall below a particular standard and that they are not inconsistent with the legal provisions enacted for the purpose. In some Latin American countries- for example, in Brazil, Columbia and Ecuador-agreements must necessarily deal with such items as wages, hours of work, rest periods, holidays, and the duration of an agreement and the procedure to be adopted for its extension. Other items may be included in collective bargaining agreements provided that they are not contrary to the laws in force. In Canada, these agreements contain the procedures that have to be adopted for the settlement of disputes and the redressal of grievances.

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Areas covered by agreements reported by EFI survey 1963 No. of agreements No. of units 1. Wages, DA & Bonus Wages, salary scales Revision of wages/workloads DA Bonus Incentive wages/bonus 2. Other cash allowances Overtime (OT) Acting officiating allowance Shift allowance Tiffin allowance Travelling allowance Duty allowance Outstation allowance First 136% 117% 69 01 41 49 04 13 04 04 03 04 03 01 Current 275% 162% 57 08 40 37 12 14 08 11 11 03 04 03

SOURCE: The Employers Federation of India, Collective Bargaining: A Survey of practices and procedures, Monograph no. 8, Bombay, 1966. The EFI studies show that out of 109 agreements, 96 had to do with wages. The EFI survey conducted in 1963 drew the following conclusion regarding collective bargaining. plant-level bargaining is the common practice in manufacturing and commercial establishments whereas industry-wise bargaining occurs in plantation and textile industry. The labour bureau data (though not complete) also shows the same trend, i.e. that wages and components relating to pay packet from a large percentage of the collective agreements reached in the central sphere.

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Subjects covered by the collective agreements of the EFI survey 1969

Subjects Wages Dearness allowance (DA) Tiffin allowance Canteens Retirement benefits Bonus Annual leave Paid holidays Casual leave Job classification Overtime (OT) Incentives Shift allowance Acting allowance Medical benefit Grievance Work study Fresh supply of milk Housing Promotion Rationalization Accident benefit Permanency Joint consultation Sick leave

No. of agreements 96 59 20 19 53 50 40 36 26 26 25 23 22 22 19 14 13 13 12 12 11 11 10 09 09

SOURCE: The Employers Federation of India, Collective Agreements, Trends in the Sixties, Monograph No. 15, Bombay, 1971.

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FORMS OF COLLECTIVE BARGAINING

At the outset, it should be stated that there is a great deal of variation in collective bargaining practices-ranging from an informal oral agreement to a very formal and detailed agreement. The explanation of this variation is indicated in the words of Kennedy. In a mixed private -public economy

characterized by a great variety of industries, ranging from plantation to, electronomics, technologies and managerial attitudes ranging from obsolete to very modern, and unevenly developed, politically divided but pre-dominantly weak labour movement and a framework of policy that does little to mould orderly relations, it stands to reason that union-employer relations will also show large variation in kind and quality. Further, what is alarming is not so much the diversity in collective bargaining practices as the underdeveloped nature of the collective bargaining process. Collective bargaining, in the strict sense of the term, is understood to be the process of a positive give-and-take between workers and the employers. The spirit of give-and-take and a sense of mutuality and trust should underlie the bargaining process throughout its course. However, in practice, collective bargaining, by and large, follows only when confrontation takes place between the union and the management, making it appears as a form of conflict-a way to present workers demand and to obtain employer s compliance with such demands. What is expected under a strict collective bargaining situation is the starting of negotiations before or immediately after the expiry of the contract agreement. But, in most cases, negotiations start after a labour relations situation has developed. Moreover, collective bargaining has emerged as part of the struggle against employers. However, broadly speaking, collective bargaining may assume the following forms:

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i.

It may be single plant bargaining. That is, bargaining may be between management and a single trade union. This type of collective bargaining prevails in the United States and India.

ii.

It may be multiple plant bargaining. That is, bargaining may be between a single factory or establishment having several plants and the workers employed in all the plants.

iii.

It may be a multiple employer bargaining. That is, bargaining between all the trade unions of workers in the same industry through their federal organizations, and the employers federation. This is possible both at the local and regional levels and is generally resorted to in the textile industry.

In India, collective bargaining has been classified under four categories. These are: I. Agreement which are negotiated by officers during the course of conciliation proceedings and are called settlements under the industrial disputes act. II. Agreements which are concluded by the parties themselves without reference to a board of conciliation and are signed by them. Copies of such agreements, however, are sent to appropriate governments and to conciliation officers. III. Agreements which are negotiated by the parties on a voluntary basis when disputes are sub judice and which are later submitted to industrial tribunals, labour courts or labour arbitrators for

incorporation into the documents as parts of awards. These are known as consent awards.

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(These three types of agreements are, strictly speaking, memoranda of settlements, are binding on the parties under the provisions of the industrial disputes act.) IV. Agreements which are drawn up after direct negotiation between labour and management and are purely voluntary in character. These depend for their enforcement on moral force and on the goodwill and cooperation of the parties.

COLLECTIVE BARGAINING IN INDIA

It was started in the first five-year plan: Although collective bargaining, as it is known and practiced, is virtually unknown in India, as a matter of principle, it was accepted for usage in union-management relations by the state. The endeavour of the state has all along been to encourage mutual settlements, collective bargaining and vol untary arbitration to the utmost extent, and thereby reduce to the minimum the number of occasions for its intervention. The workers right of association, organization and collective bargaining is to be accepted without reservation as the fundamental basis of mutually satisfactory relationship. However, because of imperatives of political and economic factors, the state was not prepared to encourage voluntary negotiations and the resulting show of strength by the two parties. It, therefore, armed itself with legal powers which enabled it to refer disputes to an arbitrator or an adjudicator in the event of a failure on the part of labour and management to reach a mutually acceptable agreement. Many labour leaders, however, were opposed to compulsory arbitration, for they believed that would distort the picture of industrial relations in India. Giri expressed his views on this point at

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the Indian labour conference held in 1952. Compulsory arbitration, he declared, has cut at the very roots of trade union organisation. If the workers find that their interests are best promoted only by combining, no greater urge is needed to forge a bond of strength and unity among them. But compulsory arbitration sees to it that such a bond is forged. It stand there as a policeman looking out for signs of discontent, and at the slightest provocation, takes the parties to the court for a dose of costly and not wholly satisfactory justice. But the moment the back of the policeman is turned, the parties grow red in the face with redoubled determination, and the whole cy cle of litigation starts again. Let the trade unions become strong and self reliant, and learn to get on without the assistance of the policeman. They will then know how to organize themselves, and get what they want through their own strength and resource s. It may be that until the parties have learnt the technique of collective bargaining, there would be some unnecessary trials of strength. But whatever heard of a man learning to swim without swallowing some gulps of water? Despite this controversy, however, collective bargaining is introduced in India for the first time in 1952; and it gradually acquired importance and significance in the following years. Though information on the growth of the collective bargaining process is somewhat meager, the data released by the Labour Bureau show that the practice of determining the rates of wages and conditions of employment through collective agreement has spread to most of major segments of the national economy. In this connection, the National Commission on Labour has this to say: Most of the collective bargaining (agreements) has been at the plant level, though in important textile centre like Bombay and Ahmedabad, industry levels agreement have been (fairly) common. Such agreements are also to be found in the plantations industry in the south and in Assam, and in the coal industry. Apart from these,
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in new industries-chemicals, petroleum, oil refining and distribution, aluminium and electrical equipment, automobile repairing -the arrangements for the settlement of disputes through voluntary agreements have become common in recent years. In the ports and docks, collective agreement have been the rule at the individual centres. On certain matters affecting all the ports, All-India agreements have been reached. In the banking industry, after a series of awards, employers and unions have, in the recent years, come closer to reach collective agreements. The banking industry has an excellent record of bipartite relations. In the Life Insurance Corporation, with the exception of the employer s decision to introduce automation which has disturbed industrial harmony in some centres, there has been a fair measure of discussion across the table by the parties for the settlement of disputes. Though no concrete data are at hand to decipher the status of collective bargaining in the country, yet the stray information in this regard is good enough to sense the emerging trends. Table below throws light in this regard.

Status of collective bargaining in India (1988-91)

Year

No. of agreements 959 961 886 787

Monetary welfare 225 164 243 205 74 44

Issues & health 620 733 766 670

personnel

1988 1989 1990 1991

104 108

Source: Collective Bargaining and Industrial Relations Are No Longer A Way Street Financial Express, July 3, 1993.
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On the basis of aforecited information it can deduced that the personnel factors accounted for the maximum number of agreements, followed by monetary issues, it is worth nothing that the health and welfare matters are given due importance in the bargai ning agreements.

Recent Trends in Collective Bargaining

The bargaining strategies of Indian trade unions over the last one decade or so have undergone a gradual but definite change. Currently, the discussions on bargaining table no more centres round traditional issues like wages, D.A., employment conditions etc. but on non-traditional issues like additional and better welfare facilities, fringe benefits. It is presumably due to reasons like: A. The industries where the bargaining is in vogue the workers are fairly compensated monetarily and otherwise. Here also the working class is well aware of its role in industry. Under such circumstances when the workers economic needs are adequately industry. Under such

circumstances when the workers economic needs are adequately satisfied, the union representative hardly brings such issues in the bargaining sessions. B. With the entry of MNCs in country who are better pay masters in comparison to their Indian counterparts, the latter too, with a view to check the flight of workers to greener pastures, have started paying better pay packets and lucrative facilities to its workers. So now instead dealing with traditional issues, the collective bargaining discussion normally surrounds more important issues like modernization and employment conditions, productivity, management of charge etc.

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C. The employers are willing to concede the demands of higher benefits (fringe benefits & welfare amenities) as most of them do not call for direct or indirect financial involvement. A few common items that have become part and parcel of collective bargaining agenda of enlightened industries are listed below.

(1) House Rent Allowance (H.R.A.)

On the recommendations of the fourth pay commission, all the Government employees are getting fixed H.R.A. on the basis of category of city where they reside. Since then in the most of private undertaking, employees too bargain over this issue. In cases where an agreement is reached in this regard, H.R.A. becomes a part and parcel of the pay pack ets of its employees. In most of the industries as per agreement a fixed amount is paid to employees as H.R.A. It is interesting to note that in certain electronics, chemical and the petro-chemical industries, the amount of H.R.A. paid to employees ranges between 5 to 25 percent of basic wages.

(2) Leave Travel Concession (L.T.C.)

This facility has its origin in the remunerative practices of central Government undertakings which happen to be tax free benefit. So looking to the motivational impetus of this practice, it too has been adopted in most of the private undertakings. The details of such benefit are decided at the collective bargaining meetings; generally workers are paid one or one and half month salary, which they can utilize with ten or fifteen days privilege leave for travel. In case if the employee is not willing to enjoy the L.T.C. amount in cash.

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(3) Educational Allowance

The fourth pay commission has made a specific reference to payment of educational allowance for the children of employees. In cases where such facility is not available, employee can bargain over it. This allowance generally covers the cost of tuition fee, books, uniform etc. A study on various numbers of agreements on collective bargaining concluded in India prior to privat ization between employers and employees has brought to light certain trends in collective bargaining. Some of these are: a) Agreements are mostly unit-wise agreements, though some are industry-wise; for example, the agreements enter into by the textile industries in Bombay and Ahmedabad. b) The scope of agreements has been widening and now includes matters relating to bonus, productivity, modernization, standing orders, voluntary arbitration, incentive schemes, and job evaluation, medical expenses for self and family. c) Long-term agreements, covering a period which ranges between 2 years and 5 years, are on the increase. d) The number of agreements entered into each year has been on the increase. e) Joint consultation in various forms has been provided for in a number of agreements. f) Collective bargaining has proved to be feasible and effective.

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Statement showing the number of collective bargaining agreements registered (P) MONTH/year Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Total 1982 73 66 69 83 63 70 65 51 66 98 76 39 819 1981 102 91 60 80 70 63 93 72 59 64 45 78 877 1980 1979 1978 1977 1976 1975 1974 87 65 31 71 65 52 72 86 77 93 36 30 58 43 88 84 110 76 47 85 688

116 111 93 94 70 58 222

59 66 120 68 80 61 61

603

458

86 98 51 52 56 343

SOURCE: various issues of Indian Labour Journal, published by Labour Bureau, Ministry of Labour, Government of India, Simla. (P) Provisional Information received quarterly in the Bureau from the central and state industrial relations machinery in respect of settlements/agreements arrived at between various managements and their workmen represented by their unions through bipartite regulation as conciliation by the central/state industrial relations machinery.

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The National Commission on Labour on Collective Bargaining

The recommendations of the 1 st National Commission on Labour (1969) on Collective bargaining are reproduced below: 1) In the absence of arrangements for statutory recognition of unions except in some states and provisions which required employers and workers to bargain in good faith , it is no surprise that reaching of collective agreements has not made mu ch headway in our country. Nonetheless, the record of collective agreements has not been as unsatisfactory as it is popularly believed. Its extension to a wider area is certainly desirable. 2) There is a case for shift in emphasis and increasingly greater scope for and reliance on collective bargaining. Any sudden change replacing adjudication by a system of collective bargaining is neither called for nor is practicable the process has to be gradual. A beginning has to made in the move towards collective bargaining by declaring that it will acquired primacy in the procedure of settling industrial disputes. 3) Conditions have to be created to promote collective bargaining. The most important amount them is statutory recognition of a

representative union as the sole bargaining agent. The place with strikes/lockouts should have in the overall scheme of industrial relations needs to be defined; collective bargaining cannot exist without the right to strike or lockouts.

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CONCLUSION
Not only is there little genuine voluntary collective bargaining in Indian history, but that little is at an early stage of development. Whatever collective bargaining emerged initially has been purely a matter between the plant-level union and the plant management. The negotiations either at the state or at the industry level are yet not frequent. The collective bargaining has not decentralized beyond the plant level because craft unions are absent. There are three important reasons as to why collective bargaining has not gone beyond the plant-level: (a) The varying sizes of the plants forms and the consequent dissimilarities in productiveness and technologies which do not permit uniform employment conditions; (b) The absence of homogeneous labour market owing to lack of uniform skills and pattern of training whic h does not promote free mobility of labour market owing to lack of uniform skills and pattern of training which does not promote free mobility of labour show that uniform employment conditions could be evolved for the industry as a whole; and (c) The plant union leadership which at present enjoys enormous powers and faces prospects of political climb is reluctant to get integrated into an industry-wise union where its powers are likely to be restricted.

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37

METHODOLOGY
Methodology adopted for the study of collective bargaining.

INTRODUCTION. The study on the topic collective bargaining in industry is a vital factor and of great significance today to the industrial managements, industrial workers and their trade unions, the government and the nation as a whole. Since the industrial society and its study in a wider sense comes under industrial sociology (which is a separate discipline of sociology) the social survey system of research has been adopted to the problem of collective bargaining by the researcher, it is the study of a big group of our society Which is engaged in industrial production processes. In other words, it can be termed as the study of human attitudes and behavior towards the problem of settling the grievances and industrial disputes through mutual negotiations or through tripartite machineries appointed by the government to achieve the desired objectives and goals of the whole industrial society engaged in the processes of production. This brings light on the industrial, economical, social, political and other aspects of the people engaged in industrial undertakings. According to A.F. WELLS social survey is fact finding study dealing chiefly with working class, poverty and with the nature and problems of a community. According to BURGESS A social survey of a community is the scientific study of its conditions and needs for the purpose of presenting a constructive program of social advance. The

38

subject matter of social research is divided into the fol lowing three parts 1) fundamental research 2) applied social research 3) quasi social research 1) FUNDAMENTAL RESEARCH This follows the fundamental principles of sociology. This is conducted for the verification of some old theories or for establishment of a new one in comparison with the old ones. This also becomes necessary when new problems and situations arise in the society and when old theory fails to solve the problems of a new situation. The dynamic character of social phenomena wants that the old theory should be tested constantly in the light of new problems and necessary modification may be made in them in order to make them proper and correct. 2) APPLIED RESEARCH It deals with the possibilities of applying fundamental research to the social problems. Therefore, it is the obligation of social therapy or engineering. Ex. Study of the pattern of leadership in a community. Generally it takes the form of social surveys. The difference between these two is that while fundamental research as the fundamental principles to guide the working of human society, the applied research attends to immediate problems. 3) QUASI SOCIAL RESEARCH Socio-economic socio-psychological research etc. comes under this category difference being the subject matter.

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RESEARCH METHODOLOGY
The following techniques have been used throughout this study of the project report on collective bargaining in Uranium Corporation of India limited. Jaduguda. a) Observation. b) Schedule. c) Interview. d) Questionnaire. e) Group study & individual study. f) Secondary data. A) Observation This is the oldest form of scientific research. These are divided into two types 1) non-participative. 2) Participative. When the observer participates with the activities of the group under study it is called participative observation, so a participant observer makes himself a part of the group under. Non participative observation is that in which the observer does not take part, but observe the activities simply. It is extremely difficult to study actually the activities of the group without participant observation. In this case the participant observations only have been used by participant observation many of the activities of the collective bargaining group particularly between the management and the union could be come across. B) Schedule These are of four kinds. 1) Observations schedule. 2) Rating schedule 3) Document schedule 4) Interview schedule. Here the interview schedule has been used wherever it was not possible to get the questionnaire forms filled by the respondents due to the illiteracy
40

among the workmen of the organisation. These schedules contain standard questions that the interviewer has to ask a blank table that is to be filled up after receiving information from the respondents. C) Interview The interview is a systematic method by which a person enters more or less imaginatively into the inner life and the difficulties of a comparative stranger. During the research period interviews were conducted with the workers of the organizational member of the trade unions and officers belonging to both technical and non-technical groups regarding the relevant information required about the organisation. In this way information were secured by meeting them personally. But the time allotted for preparation of project report being short, made the job difficult. However with continued effort and due to the kind hearted cooperation extended by the management, workers and the trade union representatives and office bearers the project report could be completed in time. D) questionnaire This contained a series of relevant questions in order to collect objectives, quantitative data and information of a qualitative nature regarding the working of the collective bargaining machinery, it progress, problems and suggestions for improvements etc. for this the investigator prepared a purposive sample plan. 50 workers were selected and interviewed through questionnaire. The literate workers were kind enough to fill up the form and returned. The illiterate workers gave the relevant information during their rest hours and the forms were filled up personally. Apart from this the management of UCIL was kind enough to give the relevant information required to complete the project report whenever they were approached.
41

Some of the union officials of labour union representing the maximum workers also helped to gather requisites information. E) Group interview Two or more person has also been interviewed at the same time. It takes less time. In these cases the group psychology princi ples were strictly follows. Problems connected with the group only asked and conducted due to the possibilities of injurious. F) Secondary data Some books and journals and other literature were referred on the subject published by different sources to collect the required information about the collective bargaining.

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43

URANIUM CORPORATION OF INDIA LIMITED

LOCATION Uranium corporation of India ltd a public sector undertaking under the

administration control of the department of atom ic energy with the headquarter at Jaduguda is located at Tata mosaboni road via Sundernagar & 5 km from Rakha mines railways station of south eastern railways in the East Singhbhum district of Jharkhand . The geographical location of Jaduguda is as jungle remotely located. But conversely Jaduguda is a model habitat providing a all civic amenities like well laid houses, bank, post office telecommunication system with cellular networking club, community centre, large play ground, school hospital, shopping center, co-operative store, uninterrupted power supply, Rail and Road communication system and perennial supply of chemically purified water.

HISTORICAL GROWTH

With the formation of atomic power program in the context of power requirement of the country with regard to the availability of the various type of energy resources. The important of Uranium assumed a considerable significance. For the first phase of atomic power program the natural Uranium was selected as the nuclear fuel. Therefore there was in imperative need to locate Uranium ore deposits in the country so that the requirement of strategic mineral could meet indigenously. Occurrence of Uranium minerals in the famous Singhbhum copper belt was known since 1937. In 1955, a team of geologist was assigned specific task of
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closely examining the 160 km long Singhbhum copper belt to locate the presence of Uranium mineralization and other radioactive minerals. The team after conducting expensive exploration work. Located several occurrence one of these occurrence was at Jaduguda. It was discovered in 1950. The detail of prospective and exploratory mining was done by the atomic mineral division of the department of atomic energy prospecting and investigations works were going on simultaneously and to speed up the mining work Jaduguda project was separated from the atomic mineral division of the country on 8 th dec1961. subsequently in order to process the uranium ore extracted of India decided to set up processing plant at Jaduguda the work for installation of the

processing plant was entrusted to m/s Indian rare earth limited, a detailed project report was prepared in sep 1962 and the construction processing plant of the

mill was undertaking by the Uranium mill project in

February,1963 the flow sheet and design of the Uranium proce ssing plant prepared by engineers and scientist of BARC, Bombay which was commissioned in may 1968. It was capable of processing a thousand tons of Uranium ore per day, subsequently a public sector undertaking. In the name of Uranium corporation of India limited was formed on 4th October 1967 after amalgamation of the Jaduguda mines project and Jaduguda Uranium mill project. The Uranium processing mill commenced commercial production in may 1968 after UCIL came to stay and on the basis of the experience gained and researches made, a decision was taken to set up Uranium recovering plant to develops & establish the technology in recovering low Uranium values from the copper tailing of the copper concentrating plant of M/S I ndian copper complex/Hindustan copper limited on the southern bank of Subarnarekha river.
45

Earlier the waste known as tiling was disposed in the river by M/S ICC. The Surda uranium recovery plant was set up and & minerals concentrate was deposited to Jaduguda Uranium mills for further processing. But with the closure of various units of Hindustan Copper limited & inadequate recovery of copper tailing from its plant the above recovery plant had to be abandoned. Uranium ore of Jaduguda contains small amount of copper, Nickel, Molybdenum Magnetite, Limenite mortile, vranitite, Tutile , Chalcopyrite, Pyrrhotile, Marcasite, Pyrite, Machinawite, Pentlandite, Viotarite,

Tellurbuismuth, Tetradymite, Cubanite & Molybdenite. Studies made by UCIL & Bhabha Atomic Research Centre (BARC) explored the possibility of the recovering these materials as by product without affecting the Uranium recovery. The recovered by products having marketability are disposed off in the open market. In addition to mine & mill division the cor poration also run various other technical & non-technical department viz-Control, Research & Development department stores & purchase department, personnel & administration department. There is no separate sales dept. in the organization as because the ultimate products of the company i.e. Magnesium Di-Urinate

(U308) is totally acquired by the Govt. of India & cannot be sold in open market. As per the stipulation laid down in the Atomic Energy Act .Thus, the Uranium Corporation of India Ltd. Jaduguda is strategically important. Establishment is at the forefront of nuclear energy programmed of the Govt. In other words it can be said that UCIL is the sub agency undertaking commercial scale exploitation of country s uranium re sources.

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REQUIREMENT OF NUCLEAR ENERGY IN INDIA S CONTEXT

Electricity is the most important predictable requirement for development in today s industrial world, particularly in India, which is the largest democracy with nearly one-sixth of world population with low per capita income. Our per capita consumption of electricity is a mere 487 units compared to corresponding figure of about 10,000 units in OECD countries. The central electric authority of India, which undertakes periodic projections of energy requirements, has estimated that the energy need of the country will record a steep increase from 529,014 million units in 2001 -02 to 1,317,644 million units in 2016-17. The installed capacity as on 31 st march 2001 is a mere 101,150 MW. Energy is the engine for empowerment and growth. Availability of energy leads to enhanced livelihood and better amenities. With the issue of sustainability in mind, it is possible only the energy supply becomes abundant and within the rich of all. It will be appropriate to quote to Dr . Bhabha s famous expression No power is more expensive than no power. this calls

for a close examination of fuel resource position for energy in our country. India has a reasonable coal reserve, which is concentrated in north -central part of the country, whereas the load centre are spreads all over. Considering the major role to be played by coal fired thermal station in coming years to meet the estimated need of electricity for the projected growth of population, the coal reserves is expected to last about 75 years. Besides the problem of transportation of large amount of coal to different parts of the country, environmental problems related to disposal of ash, emission of green house gases and acid rains complicate the scenario. Similarly, the inadequate reserve of oil and gas in our country has very limited scope to meet the long-term energy requirement. Importing oil on a sustainable to generate electricity is
47

also not very encouraging because of complex geo-political reasons. Tapping the potential of hydro-power is limited to geographically suitable sites and entirely depends on good rainfall year after year. The social problem related to the replacement of vast population to construct a large catchment area of the water reservoir is not very encouraging too. Non- conventional sources like solar, biomass and wind to play useful role as distributed sources to meet the demand at small load point. But these, at the present level of technological development cannot be conceived as noteworthy sources of energy specially when there is a significant demographic shift indicating continual growth of urban population. The importance of uranium as a source of energy can be realized from the fact that a single gram of U235 or complete fission releases an energy of one megawatt per day is equivalent to about 1,40,000 tones of coal. Therefore, to ensure long-term availability of energy, India has to look for other sources. It is worth to consider the power of atom. Enormous potential of generating electricity from the atomic minerals like uranium and thorium holds the promise for the future of our country. India has modest reserve of uranium and abundant reserve of thorium (as shown in the map hereinafter). In order to tap this vast potential of thorium to generate electricity on a sustainable basis, nuclear power programmer of our country is very strategically formulated. In its noble mission to serve the country, the Department of Atomic Energy has gone far ahead in demonstrating scientific and technological superiority over many advanced countries.

48

The Department now enters into its glorious 50 th year and its services to the nation in different fronts like power, Health care, water management, food preservation environmental protection, National security, Technology

development, Industry, etc. has made every Indian proud in all corners of the world. The diverse use nuclear energy can be indicated in the following diagram:ELECTRICITY

INDUSTRY

HEALTH

TECHNOLOGY

ATOMIC ENERGY

WATER

NATIONAL SECURITY ENVIRONMENT

FOOD

UCIL S OPRRATIONS

(A) JADUGODA MINE: It has the destination of being the first Uranium mine of the country where mining operation began in 1967 &was established with commissioning of a shift with tower mounded friction winder a technical mill stove for the mining industry in India. The mi ne is accessed by a 5m diameter

49

vertical shaft with a total depth of 640 m. The shaft is through set concrete lined & has a cage & a skip with their counterweights. The cage accommodates 50 people & the skip has a capacity of hosting 5 tons of ore at a tim e. This shaft also is the main ventilation intake besides it provides service lines such as compressed air & water pipe line, communication & power cable etc. Mine is well ventilated by boundary ventilation layout & horizontal cut & fill method is followed for stopping. The ore is transferred to the adjacent process plant by conveyor & the mill tailing is used conveyor & the mill tailing is used to fill. The main shaft caters up to a depth of 55m & an auxiliary shaft up to 950m depth was sunk to mine ore from deeper levels. This mine has many first in term of technology development & absorption from across the globe. It has created a large skill base for mining industry in general & uranium mining in particular. There is total 1148 manpow er employed in this mine.

(B) BHATIN MINE: It is located a distance of 5 km from Jaduguda & share much of the infrastructure of Jaduguda. Mining of this small deposit illustrates UCIL s commitment to optimally utilize country source minimum resources. Bhatin mine was commissioned during the year 1987 & has been planned up to a depth of 250 m the total manpower in this mine is 239.

(C) NARWAPAHAR MINE: It is another addition to UCIL s operating mines 7 was commission I April 1995. This is the most moder n mine in the country with a decline access to underground & ramp access to the strips. This permits use of large diesel powered underground equipments to be used giving high productivity eliminating fatigue of workers & providing a good working

50

environment unparalleled in Indian in Indian mining manpower employed in this mine is 1184 .

industry . The total

(D) TURAMDIH MINE: It is about 23km west of Jaduguda & one body is reticular in shape occurring a several discrete lenses. The mine was commissioned on 30th September 2003. The total manpower in this mine is 283.

(E) BAGJATA MINE: This mine has been commissioned at 70% capacity on 1 st December 2008. The mine uses trackless equipments like drill jumbo, LHDs, etc. A vertical shaft up to a depth of 375m has been sunk. The mine is expected to reach its full capacity during 2009 -10.

(F) BANDUHURANG OPEN CAST MINE: It is the first opencast Uranium mine of the country and was commissioned in January 2009 with a capacity to produce 3500 tpd ore.

(H) PROCESSING PLANT (MILL) : The ore mined from such units is presently processed in the centralized processing plant (mill) located close to Jaduguda Mines. Uranium is extracted from ore in the Jaduguda mill by hydrometallurgical process. This mill has been expended twice since it s commissioning in 1968 to process additional ore from Bhatin & Narwapahar mines. The original installed capacity of this mill was 1000 ton/day & was subsequently enhanced to 1300 ton/day. This mill was further expanded

51

during the year 1996 to process 2090 ton/day. The total workforce developed for this purpose is 827.

(I) TAILINGS TREATMENT & DISPOSAL : Two type of waste are generated in Uranium ore processing. Liquor depleted in Uranium from ion exchange unit after Uranium recovery & filtered solids depleted in Uranium from filtration of leached slurry. Both are neutralized with lime stone & lime slurry to precipitate remaining radionuclide along with heavy metals manganese Iron, Copper etc. The neutralized slurry is classified & coarse fractions are pumped back to the mines for back filling the voids. The fine particles are pimped to telling pond, where slime settles & clear liquor is sent to effluent treatment plant for further re-treatment.

(J) EFFLUENT RE-TREATMENT & TECLAMATION : UCIL has implemented a composite scheme for reclamation of water & effluent re-treatment to make the final discharge effluent environmentally benign.

(K) CONTROL RESARCH & DEVELOPMENT LABORATORY : A fully fledged control, research & development laboratory with sound infrastructure monitors the process parameters for the recovery of Uranium & by-product from Uranium ore. Efforts continue to improve further process efficiency. It caters the testing requirement of raw material maintaining of loco exhaust in the mine air.

(L) PILOT PLANT:

A technology demonstration pilot plant has been

Commissioned in Nov. 2002 at Jaduguda mill premises. This plant has the comprehensive facility for Uranium ore processing, mechanized crusher house
52

grinding classification circuit, acid/alkali leaching tanks, ion-exchanged/solvent extraction activities, tailing neutralization & disposal system with the provision to study the recovery of by product, with the commissioning of this pilot plant, it is now possible to optimize various process parameter & establish the techno economic feasibility.

(M) BY PRODUCT PLANTS : The company has always kept mineral conservation as its prime consideration. It has put in lot of research & development efforts to recover the small quantities of cu, Ni, Mo, Sulphide present in the Jaduguda ore. To recover the magnetite contained in the ore, a magnetite plant was commissioned in the year 1974 .The magnetite recovered is supplied to coal wateriest for benefaction of coal.

(N) RADIOLOGICAL & ENVIRONMENT SAFTEY :

Health physics unit cum-

environmental surveillance laboratory of environment assessment division Bhabha Atomic research centre carries out-in-plant & environmental

surveillance of all the UCIL units to evaluate & ensure overall safety in accordance with the standards prescribed by the national & international regulatory bodies .

(O) NEW PROJECT OF UCIL : In order to meet the increased demand of nuclear energy of the country UCIL being the sole producer of U3O8, has undertaken following plans to expand its activities in east Singhbhum of Jharkhand & also taken up few sites in other part of the country for constructing of Uranium mines & processing plants. y Opening an open-cast uranium mine at Banduhurang in Singhbhum east district of Jharkhand.
53

y Contraction of a processing plant at Turamdih in Singhbhum east of Jharkhand. y Opening an underground mine at Bagjata in Singhbhum east district of Jharkhand. y Opening an underground mine at Mohuldih in the Seraikela kharswan district of Jharkhand.

In addition to above projects above projects the corporation has also taken up following few sites in other parts of the country for construction of Uranium mines and processing plants. y Underground Uranium mine & ore processing plant at Lambapur Peddagatter in Nalgonda district of Andhra Pradesh. y Open-cast uranium mine & ore processing plant at west Khasi Hills district of Meghalaya. y Underground uranium mine at Gogi in Gulberga district of Karnataka. y Underground uranium mine at Rohi Ghateswar in Rajasthan.

With the UCIL in expansion made it is evident that UCIL is poised for a massive growth with technological scientific excellence aspiring to progressively achieve the capability of meeting the entire fuel requirement of the rearres ted generation of nuclear power.

(P) ISO CERTIFICATATION: With the introduction of the international standards of working practices & their strict compliance, UCIL has now been awarded with the prestigious ISO-9001:2000 & ISO-KI001 certificates for it quality management system & environmental management system respectively.

54

Company is also reported to have initiated steps for obtaining IS -18001 certification for its occupational.

55

DEPARMENT OF URANIUM CORPORTION OF INDIA LIMITED

Uranium Corporation of India limited divided into two parts -

Department of UCIL

Technical Department

Non-Technical Department

1. TECHNICAL DEPARTMENT IS DIVIDED IN TWO PARTS: a) Mines division b) Mill division

MINING DEPARTMENT Mining is the process of obtaining mineral from the earth crust and include both underground and surface working prospecting work of the Uranium ore at Jaduguda was started on 4th November 1957 by the atomic energy prospecting work gave a good result and feasibility of the mineral was ascertained. The work of mining in the prospecting stage included the deep
56

drilling of bore hole from the surface and the deep of the presence of mineral was also determined consequent to the decision of exploiting the Uranium lodes on a commercial scale. It was then decided to sink circular shaft 635m deep. After preliminary survey for location size, winding capacities and other technical planning first stage of shaft sinking was commenced in April 1964 after completion of second stage shaft sinking now the depth of the mine is 605 m and finished diameter of the shaft is 5m and it is completely lined. Mines division of the corporation is headed by the superintendent (mines) and assisted by mines manager and a team of technically qualified personnel /scientists like mine surveyor, Geologist, physicists mining, mechanical and electrical engineers. Superintendent is directly reporting to The Chairman & Managing Director and other to the superintendent (mines).

Mining work comprises the under mentioned process1. Survey, planning and development 2. Drilling 3. Blasting 4. Timbering 5. Track laying 6. Pipe fitting 7. Mucking

MILL DIVISION: The atomic energy commission decided in March 1960 to set up a mill at Jaduguda to concentrate the Uranium ore the design and flow sheet of the mill was prepared by the engineers and scientists of the Bhabha Atomic Research Centre (BARC) Bombay, the work for setting up a mill was entrusted to the
57

Indian rare earth Ltd. After construction, the mill was handed over to the uranium corporation of India ltd the capacity of mill is to treat a commissioned for commercial production in may 1968 mill division is headed by the superintendent (mill) and assisted by the additional superintendent (mill). Mill division follows mechanical & electrical & a team of other technically qualified persons.

The following process followed by the mill department y PROCESSING 1. Crusting of ore 2. Milling process 3. Leaching process 4. Filtration a) Drum filter side b) Pre-coat filter side c) Ion exchange d) Pre capitations e) Press filter f) Driving plant g) Tailing disposal y MAGNETITE RECOVERY PLANT y WATER TREATMENT PLANT y SULPHURIC ACID PLANT y SEWAGE TREATMENT PLANT y OUTSIDE CAMPUS PLANT y MAINTANACE AND CIVIL

58

2. NON -TECHNICAL DEPARTMENT : This department is divided into three parts which are follows: -

NON-TECHNICAL DEPARTMENT

DEPARTMENT OF FINANCE AND ACCOUNTS

DEPARTMENT OF PERSONNEL AND

DEPARTMENT OF PURCHASE AND STORE

ADMINISTRATION

A. DEPARTMENT OF FINANCE AND ACCOUNTS All business organization owns their liability to the proprietor or the shareholder. It the basic duty of the finance department to safe the facility of the shareholder by whose contribution it exits every business unit must earn a fair rate of return on investment, which is essential not only for shareholder point of view but also for the benefits and other adverse affect will follows. So primarily the account department is concerned with the recording of all the transaction as an when they take place. The tradition accounting practices and is known as the management financial accounting. In addition to this it assist the management in decision making by furnishing them with the require data. This accounting system is known as the management accounting. F requently reports are furnished to the management to draw its attention to important aspects. The same original data is used for the both financial accounting and
59

management accounting. On their representation differs. The staffs working in the finance and account department are well conversant with the rules, order and instruction issued by the company for smooth function of the department and accounts manual has been drawn up and outmost care is taken to insured that. 1. The dues of the company are correctly assessed and promptly released. 2. The appropriate authority sanctions the expenditure of the company for various activities. 3. The classification of receipts and expenditure are correctly made. 4. All the accounts records are maintained properly.

60

Sections of finance and accounts department are as given by chart:

FUND INTERNAL AUDIT SECTION SECTION

PRICED STORES LEDGER SECTION

C.P.FUND AND GRATUTITY SECTION DATA PROCESSING CENTRE (EDP)

FINANCE AND ACCOUNTS

SALARY AND ESTABLISMENT SECTION

DEPARTMENT
CASH SECTION

PURCHASE ACCOUNT SECTION WORK ACCOUNT SECTION

BUDGET AND CASH SECTION

1. SALARY AND ESTABLISHEMENT SECTION : The salary section deals with all matters connected with pay and allowances of all employees various recovery advances other related matter connected with payment of
61

these dues to employee and making recovery of dues to the company .The monthly ay bill and supplementary pay bill are prepared in data processing center to which all input are furnished by the salary and establishment section wherever necessary by obtaining same time from other department section concerned ,for all these purpose of

reparation of wages /salary bill the attendance for each employee is furnished by time section base on actual attendance from 1 st to 20th of the month and for assumed attendance for the remaining days.

Attendance sheet is use in data processing centre. Salary section obtain every month from data processing centre a printed. attendance sheet showing serial no, department code No., name, designation and basic pay and send this to the time office, mill, mines for furnishing

attendance of each employee. Time section return the attendance sheet indicating the information under attendance leave and total column to account department (s &e).

2. PURCHASE ACCOUNTS SECTION : This section primarily deal with the payment of suppliers bill as per purchase order issued by the purchase department accounting of the related expenditure through material receipt voucher. All purchase issued by purchase department are kept in this section in chronological series .After receipt of material receipt voucher from the store department supplier s bill are processed and note of R.V. No. and bill reference etc is kept to avoid double payment .Bill are passed after the power scrutiny with reference to the terms of purchase order and sent to the cash section for issue of cheque to the suppliers .

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3. WORK SECTION: This section is entrusted with checking the estimates tender, document, Bill and other allied record pertaining to work/job done departmentally or by outside agencies. The works pertaining to the following are also done in this section: y Bill of transport contactors. y Telephone /telex bill. y Bills of advertisement issued by the company. y Miscellaneous bill. y Advanced to private agencies and other against collection of material on job. Order and consignment note for clearance of material from outstation. y Temporary advanced to the other department, officers for emergent purchase / job. y Reimbursement of impress account held by different departments of the company. y Payment of road tax premium on vehicles etc. y Directors sitting fees.

4. BUDGET AND COST SECTION : This section is headed by the Deputy. Manager (cost) and assist .Account officer and other staffs .A performance budget is prepared by this section indicating there in ensuring year based on level of production and other activities planned during the year. Budget for revenue receipts and expenditure and for capital expenditure is prepared separately. Approved programmed of production and related information are obtained from the head of mines, mill and other departments to prepared revised estimates for
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the current year band budget estimates for the following year. Revised and budget estimates notes of variation etc. Relevant budget estimates are approved by the board and sent to the head of the department for guidance and executive. This section is also entrusted with the works of preparation of monthly cost sheet for main products and Sulphuric acid produced by the company master chart of the accounts head are integrated.

5. CASH SECTION : All receipt of dues to the company and disbursement on behalf of the company except payment through authorized imprest holder are handled in cash section .This section is headed by Asst manager (accounts) and assisted by cashier and as Asst. cashier. All transactions are recorded in the respective cash book duly supported by receipt and disbursement voucher which are kept in safe custody of cahier for proper accounts and audit purpose. Cash section receives voucher with supporting bill etc from different section of finance and accounts department and pay to the payees as mentioned in the respective voucher. All voucher for receipt and payment are numbered in the cash book and field kept chronologically bank cash book is maintained by the cashier and imprest payment voucher are sent daily to EDP section for the preparation of imprest cash book. Monthly reconciliation of bank cash book statement is done and reconciled.

6. EDP SECTION : This section is entrusted with the work of preparation of salary statement of the employees, monthly statement and salary summary. Financial code wise and cost center wise. Sundry creditor, register and ledger monthly material abstract register monthly
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consumption of store and spares, annual inventory of the company, maintenance of provident fund account ledger, imprest cash book, monthly imprest cash summary .Calculation of ex-gratia leave .Ex-gratia payment and control of festival advance cycle & motor cycle

allowance, food & draught advance of the corporation. All the above work s done on the basic of master information supplied by the section concerned .

7. PRICED STOCK LEDGER SECTION : This sectioned is mainly responsible for pricing of receipt and voucher as per the bill passed by the PAS, giving correct financial accounts code on each issue voucher before it passed to the cost section for checking of correctness of cost code center. Primary work of the section is to maintain the ledger for receipt and consumption of store and equipment and balance there receipt and issue voucher are sent to D.P.C for preparation of price store ledger. Summary of material issued, cost wise allocation of consumption of material as well as detailed statement of all the issues for capital work.

8. GENERAL ACCOUNTS SECTION : This section is entrusted with the compilation of the company and preparation of annual accounts at the close of financial year which is from 1 st April to 31st March of every year. In addition to the above realization of compensation due on main product, sale proceeds of the product and other charges from non-UCIL employee. Payment of electricity bill, sale tax, exercise duty, royalty, investment of surplus fund of the company maintenance of register for loan receive from govt. payment of interest their own etc. are also dealt in this section. For compilation of trading profit and loss accounts and
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balance sheet main and subsidiary book or maintained in the section. For the compilation of the trading and profit &loss and balance sheet ,two ledger main and subsidiary are maintain in this section. Proper posting to each accounts heads are record on the basis of analysis books for cash transaction and from material abstract register for material consumption as well as for other income and expenditure from journal voucher after making entries in the ledger accounts are reconcile and quarter as well as annual profit and loss accounts and balance sheet are prepare, audit and placed to the board of director for approval.

9. INTERNAL AUDIT : This section primarily deals with the review of accounting and financial matter and also deal with the matter related to operation and performances. The main objective of the internal audit is to verify the accuracy and integrity of the financial record and ascertain that the Polices, plan and accounting procedure laid down by the organization are faithful implemented. Also that there have been proper section for acquisition, retirement and disposal of assets of the company to prevent and detect fraud and verify that the expenditure are sanctioned and financial decision are taken according to the delegated power to the various authorizes in the organization .

10.FUND SECTION: This section is under the charges of an accounts officer and assisted by an asst. officer. The contributory provident fund of the employees and gratuity fund of the corporation are managed and administrated by trust in accordance. With the rules framed and trusted deed executed. The fund section renders al services to the trust and
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maintains relevant as per provision and respective rules. Both the fund are recognized by the income tax commissioner .

They are :y UCIL employees contributory provident fund truest y Gratuity fund

(2) DEPARTMENT OF PERSONNEL AND ADMINISTRATION : Deputy General Manager heads the departments of personnel and chief personnel manager heads the industrial relation. He is directly responsible to the Director technical. He is not looking after the work of personnel and administration, but also entrusted with the welfare amenities of the worker to run the organization efficiently a good labour manager relationship is require. In these circumstances, personnel management plays a vital role. This department is responsible for making relationship between labour and management. The main are of work of personnel & administration can be studied as under.

1. MAN POWER : Manpower is very important for each and every company .Manpower may be in the form of worker, executives, officer and manager. Without manpower company cannot run each and every of manpower play a important role in the company.

2. RECRUITMENT : Personnel department is responsible for initiating the process of recruitment in regard to the vacancies occurred as per policy of the corporation. All the
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vacancies are advertised in the newspaper, selection is basically responsibility of the department head under which the candidate has to work. The screening of application receive against open advertisement is done by the concerned head of the department selected candidate are called for the interview by the personnel department.

3. MEDICAL DEPARTMENT : Before accepting the joining report of the selected candidate, he has to go for medical examination by the medical officer of the company. No person is employed until fitness is obtain from the company s medical officer or such medical officer as may be appointed by the company for the purpose

4. TRAINING : After requirement internal training facilities are provided to the new candidate selected for the job n the company. After requirement officer are also given training in the work shop of the different depa rtment willing and suitable workers specially in the mines are also given training in other and after getting satisfactory training report they are considered for higher post.

5. PROMOTION POLICY AND REQUIREMENT : When a permanent worker retire resign or dea th the vacancy so occurs in filled up from the junior grade workmen consequent or resignation promotion creation of post and separation the vacancy occurs which is directly dealt in the central personnel department of the corporation .

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6. LEAVE PROCEDURE : All the employee of the company is entitled for annual leave with wages as per leave rules of the company. The following are the types of leave are allowed to the employees: y Earned leave y Sick leave y Casual leave

7. COMPENSATION : Compensation is also paid to the employees as per workman compensation Act, 1923.

8. GENERAL: The function of the personnel and department is also to maintain service book and family record of the employee, leave, increment and establishment matter like disciplinary action and handling of grievances of the employee of the company.

9. INDUSRTIAL RELATION : Regarding industrial relation the company seen to have manage well. There are four unions for the employees.

10. SECURITY ARRANGEMENT: For the protection of the company property of well as colony, central industrial security force (CISF) of the ministry is inducted in the company.
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Along with company has its own security officer, who is responsible to the manager (personnel & administration) with sufficient number of security guards. Now the company has private security guards wh o look after the company colony.

11. WELFARE ACTIVITES: The company providing is providing both obligatory as well as non -obligatory facilities to its employee. The company is sending adequately on welfare amenities of the employees. The major welfare facilities provided by the company to its employees are

y Schooling y Hospital y Housing y Canteen y Guest house etc.

(3) DEPARTMENT OF PURCHASE AND STORE : Purchase and store account of the company is headed by the company store and purchase and assisted by deputy controller of store and purchase. The main objectives of purchase department are to provide right quality good and equipment at right price. It is difficult to locate right supplier who can supply the material. y In right quality as order y At the right time at which the purchase department has asked for the supply.
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y At an agreed price. y Should be able to honor the commitment without much follow up.

After ensuring the business reputation, financial stability, credit worthiness, value of business and services, facilities their names are registered in the company permanent record of the per purchase department which is consulted off and on for procurement of requirement. Store section is functioning under the supervision of deputy controller of store. The major function of the store department is to receive the material supply by the supplier for the use in the organization. Keep them in safe custody; issue t hem to the user section. Keep a close watch on inventory, forward back the rejected material to the concerned supplier and release the claim for losses of goods in transit and arrange dispatch of main and by product of the company.

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FINDINGS
The investigator collected the information and the data by using the methodology already mentioned in chapter no. 2. He has interviewed 50 workers including union officials, supervisors and officers of the company as per the questionnaire given in APPENDIX at the end of report. The information and the data thus collected are given in an elaborate way in chapter no. 3 of this report. However the investigator findings in a summarized form are briefed below: Detailed break up of respondents and their views a) Workers of the mill division. b) Trade union officials. c) Trade union workers. d) Officer from personnel management and industrial relations

department. e) Officers. Workers union views on industrial relations in UCIL. Majority of the workers and union officials have reported that the existing industrial relations in the company are satisfactory. The majority view and the existing industrial relations in the establishment have been given in an elaborated manner. However a few of the workers are of the opinion that they do not get proper opportunity to participate in UCIL management through shop council and joint council which they say, are ineffective in the spirit and functioning only for namesake.

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Working of trade union in UCIL 90% of the respondents of workers and union are satisfied with the working of trade union in UCIL. but the 10% are of the view that the recognized trade union of UCIL has overlooked the interest of certain sections/category of workmen.

Management attitude 85% of the respondents appreciated the management attitude toward labour and described it quite favourable whenever they approached for negotiation of labour problems. The other is of the opinion that the management should be more considerate in redressing grievances either individual or through collective method, though such grievances are not general in nature

Collective bargaining machinery as a tool for bettering industrial relations in UCIL In this respect 80% of the respondents are satisfied with the working of the existing collective bargaining as a tool for bettering industrial relations. 20% of the respondents are not satisfied with this machinery.

Management view Management s view about the entire system of collective bargaining in UCIL is following: 1) Management has always showed its preparedness in settling the disputes by mutual negotiation. 2) The attitude is positive and promoting the welfare of their workers. 3) It has firm faith in collective bargaining as a tool for the resolving the disputes
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SUGGESTIONS
SUGGESTION TO THE UNION 1) A united workforce is expected to achieve better results out of collective bargaining. Therefore, the workmen instead of heading for a split should strengthen their unity for achieving the goal. 2) It is workmen who are directly instead in the prosperity of the undertaking. Therefore, the leadership should be from the cadre instead of recognizing the leadership of outsiders and professionals. 3) The union leadership should develop mutual trust and confidence, with the management for better understandings of the problems of the workmen as well as management. 4) An improved raise of participation and trusteeship is called for which will contribute for achieving better results out of collective bargaining. 5) Organized labour should follow the democratic process in resolving the differences. 6) For successful collective bargaining, the demands must be justifiable and realistic. 7) The union should realize that their organi sation is not meant to the raise the demands and charters. SUGGESTION FOR MANAGEMENT 1) For strengthening the collective bargaining, management should recognize the union of the representative character with majority. 2) Management should promote effective communication system so that the workmen are given correct information about the functioning of industry and outcome of collective bargaining.

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3) Effective grievance handling machinery contributes towards the success of collective bargaining.

CONCLUSION
The history of labour relations in the undertaking will imply show that collective bargaining is deep rooted as almost all settlement have been reached by mutual organisation across the table. The work stoppage or strikes/lockouts are negligible over the period considering the size of the organisation and its workforce. Thus to conclude it can be said that the collective bargaining and its working was successful so far as UCIL is concerned till date since the inception.

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BIBLIOGRAPHY
1. Research methodology C. R. Kothari 2. Bare act of labour law P.L. Malik Mamoria

3. Dynamics of industrial relations

4. Industrial relations Arun Monappa 5. Training record of UCIL 6. Internet 7. UCIL news magazines 8. Personnel management & Industrial relations 9. Study material on the topic provided by BHU 10. Information by our mentor Shri S. Murmu sir Dale Yoder

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A copy of questionnaire used in collection of data and information for employers/employees/trade union leaders etc. regarding collection bargaining system in UCIL.

This questionnaire is original in English version but due to survey of workmen I have also used Hindi version of questionnaire. Both version of questionnaire is attached in further pages.

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