ACKNOWLEDGEMENT

It is a great pleasure to express my thanks and gratitude to all the persons in ONGC, Dehradun where I got the chance, support and encouragement that enabled me to conduct my study within the stipulated period of time. My overriding debt goes to my project guide Mr. Ashish Mohan Dubey, for his valuable guidance and suggestions without him the project would not have seen the light of the day. Thanks are due to all members of ONGC Tel Bhawan, Dehradun for their constant guidance. Last but not the least I am grateful and thankful to the faculty members of our institute for their wholehearted support and cooperation and giving us right direction to proceed.

ADITI

PREFACE
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As an integral part of the curriculum I, student of MBA, need to get exposed to the Human Resource Environment to get a better understanding of Human Resource Management by way of undergoing practical training. I consider myself fortunate enough that I had an opportunity to join ONGC Dehradun and undergo training at ONGC Tel Bhawan, for gaining substantial knowledge of Industrial Relations Policies. A progressive and forward-looking organization strives for the improvement of the system and procedure so as to improve the organizational effectiveness. ONGC is one of the pioneers in exploration, drilling and production of Oil and Natural Gas. Human Resource is the major asset of any organization. ONGC has 40,000 employees, management of such a vast number requires a proper mix of human technical and conceptual skills to be effective and meet the organizational goal. In the present report, an attempt has been made to study Industrial Relations Policies in ONGC.

CONTENTS
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 ACKNOWLEDGEMENT CERTIFICATE PREFACE MEANING OF PROJECT OBJECTIVE OF THE PROJECT SYNOPSIS OF THE PROJECT COMPANY PROFILE PROFILE OF ONGC ONGC OBJECTIVE RESTRUCTURING OF ONGC HIERACHIAL LEVELS AT ONGC LIMITED DIFFERENT CADRES IN PERSONNEL DEPARTMENT STEPPING STONES OF ONGC LIMITD (1889-1994) HISTORY OF CHAIRMAN ONGC CLIENTELE ONGC VISION AND MISSION ONGCS SPECIALIZATION HUMAN RESOURCE IN ONGC ONGC HR VISION, MISSION & OBJECTIVES HUMAN RESOURCE DEVELOPMENT OBJECTIVES OF HRD INSTITUTE OF MANAGEMENT DEVELOPMENT ONGC VIDESH LIMITED MAJOR FUNCTIONS OF HRD A STUDY OF INDUSTRAIL RELATIONS POLICIES I.R. AN OVERVIEW ROLE OF I.R. IN ONGC

 I.R. SCENE IN ONGC I.R. POLICIES IN ONGC SCHEME OF EMPLOYEESS PARTICIPATION IN MANAGEMENT OF REGIONAL AND PROJECT LEVELS POLICIES FOR BIPARTITE MEETING TRADE UNIONS POLICY TO CONFER TRADE UNIONS IN ONGC THROUGH SECRET BALLOT LIST OF UNIONS OPERATING IN ONGC CODE OF DISCIPLINE AND INDUSTRIAL RELATIONS ASSOCIATION OF SCIENTIFIC & TECHNICAL OFFICERS (ASTO) GRIEVANCE MANAGEMENT SYSTEM POLICY OF EMPLOYMENT OF CONTINGENT EMPLOYEES IN ONGC ANALYSIS & INTERPRETATION OF QUESTIONNAIRE SUGGESTIONS AND RECOMMENDATIONS CONCLUSION QUESTIONNAIRE FOR EXECUTIVES QUESTIONNAIRE FOR EMPLOYEES BIBLIOGRAPHY

MEANING OF PROJECT

The word project has a great importance in the development of new things, idea, or technique. The importance becomes specific for the academic purpose. When the study is about management then it becomes more specific. Each single alphabet of this word represents different management terms: P- it implies PLANNING. Planning gives the framework of future. It is a predetermined procedure about the future work. R- it implies RESOURCES or the available means, which we will go ahead. Resources have their own role in the development of any organization. O- it implies OPERATION or the existing or adopted sequential procedure. J- it implies JOINT EFFORTS which directly indicates towards coordination or teamwork. E- it implies EFFECTIVENESS. Every aspect of the project should be effective. C- it means to COLLECT, that is to bring together all the relevant things, which are necessary to make any project effectiveness. T- it implies TECHNIQUES. Without a new or developed technique, an organization cannot complete in this highly changing environment.

OBJECTIVE OF THE PROJECT

To study the various Industrial Relations Policies in ONGC and their evaluation. To define the problem with adequate data and through questionnaires. To identify the shortcoming in management of Human Resource with reference to the Industrial Relations Policies. To suggest the areas which can be improved.

SYNOPSIS OF THE PROJECT REPORT

The greatest strength of an organization regardless of its size and type of business is its Human Resource. It is the most important asset of any organization. Other resources are static if Human Resource does not activate them. With the new development in the industrial field, the inextricably inversion relationship between the management and the workers has changed from one of the masters and servants to that of joint responsibility. The whole focus of IR has shifted from adjudication to persuasion, moral pleasure and voluntary arbitration for settlement of Industrial Disputes and promotion of collective bargaining. These are the sine quanon of new era in Industrial Relations. Thus the primary objectives of Industrial Relation are securement and maintenance of high level of harmony, mutual understanding, goodwill and cooperation and collectives According to Dale Yoder, the term Industrial Relation has been described as the relationship between management and employees or among employees and their organization that characterize or grow out of employment. Many factors affect IR in an organization. Some of them are: 1. Institutional factors: These include items such as the State Policy, Labor Laws, Voluntary Codes, Collective Agreement, Labor Unions, Employers Organization, etc. 2. Economic Factors:

These include economic organizations of socialist, capitalist, communist, individual ownership, company ownership, government ownership, nature and composition of labor force, power of labor and sources of supply and demand in labor market. 3. Technology factors: These include techniques of production, modernization and rationalization scheme, capital structure, etc, external factors as international relations, global conflicts, dominant socio political ideologies and operations of international Labor Organizations also influence Industrial Relations in a country. Maintenance of a good human relationship is the main theme of industrial relations because in its absence the whole edifice of organizational structure may collapse. Personal actions are no longer solely a matter of management discretion. The provisions of the union contract often govern them and the union is there to observe that management follows these policies rather than by Off-the-Cuffs decisions.

COMPANY PROFILE

Both as a modest corporate entity with in serene Himalayan setting on 14th August 1956 as a Commission, through an act of Parliament was converted into a statuary body on 15th October 1959, has grown into full-fledged horizontally integrated upstream Petroleum Company. Today, ONGC is a flagship public sector enterprise and Indias highest profit making corporate. ONGC is premiere organization in India engaged in the exploration of hydrocarbons. ONGC contributes about 90% of Indias crude oil petroleum.

PROFILE OF ONGC

In the very first well drilled at Cambay, ONGC discovered oil in 1958. The first major discovery for ONGC was in Ankleshwar, Gujarat (1960). It was followed by discoveries in Rudrasagar, Lakwa & Geleki fields of Assam. However, it was in 1974 that ONGC discovered the Bombay high field, which dramatically altered the oil scenario of India. Commercial oil production began just two years later in May 1976 & in 1978 Oil & Gas from Bombay high came ashore. Another significant gas delivery by ONGC in June 1975 in Tripura. ONGCs exploratory efforts continue to yield dividend in the 80s. Significant discoveries were made at Gandhar (Gujarat), Neelam, Mukta, in western offshore, Ravva in Krishna Godavari offshore, Narimanam, Kapilkalappal, & Bhuganagiri & Nannilam in the Cauvery belt & Dhansiri valley in Assam. As a result, crude oil production has increased manifold over the years. From an initial 0.040 MMT (1961-62), ONGCs production rose to 31.63 MMT (1995-96). Exploration management with in ONGC has focused all improving the recovery from the reservoirs. ONGC in exploring in 17 out of the 27 sedimentary basins of the country and has put 114 fields on production. It operates & maintains over 4000 oil, gas, & injection wells. So far (31.03 .02) has produced 633 MMT of crude oil and 326 BCM of natural gas and over 8 MMT of LPG.

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ONGCs role in the national economy to be significantly enhanced as projected CARG (Cumulative Annual Rate of Growth) of demand of its product is four times that of developed countries average. ONGC occupies the numerous slots among the corporate of the company by emerging as the most valuable company of the nation both in terms of market capitalization as well as in terms of net worth. A market capitalization exceeding rupees 50,000 crores (with share price breaching the rupees 400 resistance) coupled with a record profit of rupees 6,222 crores in the year 2001-2002, demonstrates the inherent corporate strength of the organization, not with standing the emergence competitive environment in the petroleum industry. The dividends have been continuously from the mid 90s,with a record of rupees 1,996 crores paid as dividend (140%) in 2001-03, which much more than the paid up capital of the company.

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ONGC OBJECTVES
Optimize production of hydrocarbons. Self - reliance in technology. Promoting indigenous effort in oil & gas related equipment, material and services. Assist in conservation of hydrocarbons, more efficient use of energy and development of alternative sources of energy. Develop scientifically oriented & technical component human resources through motivation and training. Environment protection. Generate adequate resource for every investment. To strive to achieve 100% target set for each year. To take measures to standardize the training policy of the parent company.

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RESTRUCTURING OF ONGC

ONGC recently has been converted in a public limited company. It has been incorporated as oil & natural gas Corporation limited on 23rd June 1993 under the companies act 1956. The government issued an ordinance on 22nd July 1993, so that the business of the commission could be taken over by the new company. The Lok Sabha on 23rd August 1993 passed the Oil & Natural Gas Commission (transfer of undertaking and repeal) bill 1993 and Rajya Sabha on 27th August 1993 to provide for the transfer and vesting of the undertaking of Oil & Natural Gas Commission Limited on 1st February 1994. The new company will be expanding the capital based and diluting government holding by offering fresh shares to mutual funds, employees and public. As per the stipulation, the money thus raised would be used to meet its own requirement. It is expected that a conversion to a company would enable ONGC to function more efficiently, with greater flexibility in raising resources from the capital markets; such function flexibility would be helping the company to perform better to meet its production targets.

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HIERACHIAL LEVELS AT ONGC LIMITED

CLASS LEVEL E9 E8 E7 E6 E-5 CLASS I (Executives) E2 E1 CLASS II (Executives) S4 S3 CLASS III (Non-Executives) A4 A3 A2 A1 W7 W6 S2 S1 E0 E4 E3

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W5 CLASS IV (Common Category) W2 W1 W4 W3

DIFFERENT CADRES IN PERSONNEL DEPARTMENT

DIRECTOR (PERSONNEL) EXECUTIVE DIRECTOR GROUP GENERAL MANAGER GENERAL MANAGER Dy. GENERAL MANAGER CHIEF MANAGER MANAGER Dy. MANAGER E9 E8 E7 E6 E5 E4 E3

Sr. P & A OFFICER P & A OFFICER Asst. P& A OFFICER

E2 E1 E0

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STEPPING STONES OF OIL AND NATURAL GAS CORPORATION LIMITED (1889 - 1994)

1889 Digboi well number one scudded by the Assam Railways & Trading Company completion as in 1890. 1983 Small Refinery erected at Margherita to process at Digboi oil. 1899 AR & t forms Assam Oil Company (AOC). 1901 Bumah Oils Company arrives on the Indian scene. 1921 Bumah Oils Company (BOC) took control of AOC operations. 1925 A torsion balance survey in Bordhubi area marks Indias first attempt to use geophysics in search for oil. 1933 Bodapur Field in Sumia Valley is abandoned. 1939 War time regulations permit only extension drilling move the Eastern limits of Digboi Fields. 1948 Geological Survey of India starts geophysical surveys the Cambay area and delineates the basin. 1952 Well number one at Kahikatea by AOC. 1953 Kahikatea well number one completed as the producer in oil at a depth of 11,715 feet. 1955 ONGC Directorate set up by GOL. 1956 Moran Field discovered by AOC. The first well was drilled at 13,739 feet deepest in Asia. 1959 Oil India Private Limited (OIL) registered as a Rupee Company. ONGC becomes an autonomous statutory body. 1960 Oil stuck at Ankles war (Gujrat) Rudrasagar (Assam).

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1961 BOC and GOL becomes equal partners in OIL. 1963 OIL drills Indias first deviated well. 1970 Indias first offshore well scudded in Gulf of Cambay. 1974 ONGC Ship Godavari offshore. 1981 ONGC Ship Sagarsamrat strikes oil in Bombay High. 1984 Oil stuck in Kutch offshore, Godavari offshore. 1986 ONGC installs mainframes 3083 computer at Dehradun. 1988 ONGC discovers Nanda in Gujrat and establishes resources in Cambay Basin. 1994 Oil and Natural Gas commission was converted into Oil and Natural Gas Corporation.

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HISTORY OF CHAIRMAN

Shri Keshav Dev Malaviyia Shri S.S Khera Shri P.R Nayak Shri A.Zaman Mr. Leslie James Johnson Shri B.S Negi

1956-1963 1963 1964-1965 1966-1970 1970-1974 1974-1978

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Dr. N.P Prasad 1980 Shri P.T VenuGopal Col. S.P Wahi Shri L.K Manglik Shri B.C Bora Mr.Subir Raha -

1978-

1981-1989 1990-1992 1993-1995 1995-2001 2001-till now

ONGC CLIENTELE
Abu Dhabi National Company (ADNMOC) British Petroleum Command Petroleum (i) Pvt. Ltd Directorate General of Hydrocarbon, India Donny Polo Petroleum Ltd Enron Oil & Gas India Ltd Essar Oil Gas authority of India Ltd Geasile Survey Singapore (p) Ltd Hardy Exploration Company

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Hindustan Oil Exploration Company Hindustan Petroleum Corporation Ltd Hitech Drilling Services Hyundai Heavy Industries Interlink Petroleum Ltd Oil India Ltd Petro Vietnam Phoenix Overseas Rai Coastal Services Reliance Petroleum Ltd

ONGC VISION & MISSION

To be a world class oil and gas company integrated in energy business with dominant Indian leadership and global presence.

World Class
Dedicated to excellence by leveraging competitive advantages in R & D and technology with involved people. Imbibe high standard of business ethics and organizational values.

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Abiding commitment to safety, health and environment to enrich quality of community life. Foster a culture of trust, openness & mutual concern to make working a stimulating and challenging experience of our people. Strive for customer delight through quality product & services.

Integrated in energy business

Focus on domestic & international oil & gas exploration & production business opportunities. Provide value linkages in other sector of energy business. Create growth opportunity and maximize shareholder values.

Dominate Indian leadership

Retain dominant position in Indian petroleum sector & enhance Indias energy availability.

ONGCS SPECLISATION
Geological and Geophysical surveys Geochemical studies bio-stratigraphic analysis Basic evaluation reservoirs modeling Estimation of resources and reserves Application of secondary recovery and EOR techniques Drilling of wild cat exploratory and develop wells Bottom hole reservoirs studies

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Open hole, cased hole and production logging Design erection & maintenance on shore and off shore Repair and rehabilitations of sick well Training & manpower Construction and maintenance onshore & offshore Simulation techniques Long distance transportation of oil & gas C2-C3/LPGgas progressing for production Erection (built, building) and maintenance of gas sweating (freshness) plants Kerosene studies in offshore structure Engineering and construction of offshore platforms & pipelines Safety audits & environment studies Construction and maintenance onshore & offshore Materials management and logistics on land, air and mine

HUMAN RESOURCE IN ONGC

ONGC considers the human resource to be its greatest asset in its stride to achieve corporate excellence. The success of the company is due to its 50,000 strongly, highly motivated, professionally competent committed multidisciplinary, engineer and other support personnel. Several initiative and measures have taken to ensure that human resource is managed and developed.

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ONGC by its efforts in the human resource planning and redevelopment of its existing manpower on zero based studies has achieved a 2.23% reduction in manpower. ONGC is re-engineering of HR system and practices to meet international standard and in order to evaluate scientifically the effectiveness of HR system in ONGC.HR parameters were incorporated in MOU signed by ministry of petroleum and natural gas, government of India. To move towards world -class systems, processes and practice, a project for integrated system of human resource automated management information (SHRAMIK) beads on the software platformSAP/3, has been launched in 1999, to address the key issues of HRM; for enhancing the effectiveness of the HR system.

ONGC HR VISION, MISSION & OBJECTIVES

HR VISION
To attain organizational excellence, by developing and inspiring the true potential of companys human capital & to provide opportunity for growth, well being and enrichment.

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HR MISSION
To create a value and knowledge based organization by inculcating a culture of learning innovation and have working and aligning business priorities with aspiration of employees leading to development of an empowered response and competent human capital.

HR OBJECTIVES
To develop and sustain core values. To develop business leaders of tomorrow. To provide job enrichment ad job content through empowerment, responsibility and accountability. To build and upgrade competencies through vital learning, opportunities for growth and providing challenges in job. To foster a climate of creativity, innovation and enthusiasm. To enhance the quality of life of employees and their families. To inculcate higher understanding of services to a greater cause.

HUMAN RESOURCE DEVELOPMENT

Human resource development is the basis of success of any organization. Human resource development helps to enhance employees effectiveness and helps in achieving organizational goals. Human resource development may be broadly taken to include management education, leadership, training, management developments and problems of mobilizing the grass root, the lay worker, for meeting of challenges of change and innovation. The distinction

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between education & training is that while education provides breath & is more general, training will provide depth and will be more specific and problem oriented. Human resource development aims at formation of personal policies from time to time in order to achieve its goal and objectives. The personnel polices seeks to follow participate style of management and cultivate an environment of mutual love and respect among employees, by providing job satisfaction ensuring continuous development and career progression and providing better living, friendly and firmness towards all the employees and ensuring discipline at all level. Human resource development is a dynamic concept continuously active in achieving the growth of the individual and organization.

OBJECTIVES OF HRD

The objective of human resource development is as follows: To prepare employees to take up challenges in aspect of upstream sector. To contribute in improvement of managerial effectiveness and leadership development.

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To carry out management development studies, to help in upgrading system and procedures. To cater special need in regard to manage and transfer and development of technologies for ensuring an organizational culture responsive to the environment.

The selection and training of personnel, manpower forecasting, succession planning and career development needs to be studied.

INSTITUTE OF MANAGEMENT DEVELOPMENT

As an integral part of ONGC s employee centered policies, in its thrust on their knowledge, up gradation & development, the institute of management development, which has an ISO9001 certification, along with 7 other training institutes, play a key role in keeping our workforce at pace with global standards.

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The institute of management development is the premiere nodal agency responsible for developing the human resource in ONGC. It also focuses on marketing its HRD expertise in the field of exploration and production of hydrocarbons. ONGCs sport promotion board, the apex body, has a comprehensive sport policy through which top honors in sport at national and international levels has been achieved.

ONGC VIDHESH LIMITED

The company is having wholly owned subsidiary i.e. ONGC VIDHESH LIMITED looking after the operation abroad. Presently it is operating in collaboration with British petroleum sharing contract with M/S petroleum, Vietnam.

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During exploration stage gas has been found in two structures, presence of gas has been confined on drilling of appraisal wells. Commercialization and marketing study for exploration of gas field & the techno economic are in progress. ONGC VIDESH LTD has signed an MOU with M/S Enserch India Inc Texas, USA in June 1995 for formation of joint venture Company in India in the exploration and development of hydrocarbons resources to their mutual benefit. ONGC VIDESH LTD has accepted an offer from British Gas to frame out an agreement in north part of Gulf of Suez and signed an agreement with other private companies of many countries like Tunisia.

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

MISSION
To meet the energy security needs of India self reliant in respect of its crude oil/gas requirements.

OBJECTIVE
To maintain the reserve /production ratio by augmenting the hydrocarbons reserve based on ONGC through E&P companys activities. To promote ONGC through export of services, technology and skill of international standard.

MAJOR FUNCTIONS OF HRD

Assessment of manpower in various project and discipline at various levels that is done on the basis of detailed zero based studies and HRDs recommendations are submitted to the management for approval. Thus for deciding the recruitment, HRG plays a nodal role. Evaluation of manpower norms and the practice in different areas.

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Studying and recommending the needs of internal redeployment of manpower with a view to enhance productive utilization of manpower. Providing primary data inputs for succession planning of corporate level executives. Maintaining computerized manpower database, work-center wise, discipline-wise, and level wise along with details of number of women and SC /ST employees.

Compiling and dissemination of performance growth parameters in the area of human resource management- an annual report from HRG is an essential input for providing annual report.

Acting as a nodal agency for computerization of personnel function in the entire corporation also. Coordinating corporate change programs, like revision of performance appraisal system in the corporation and corporate restructuring/ transformations.

Formulation and modification of Voluntary retirement Scheme. Providing periodic inputs for organizing trainings by IMD and RTTs of P& A personnel. Carrying out system studies/ optimization studies whenever assigned by management, or at HRDs own initiation. Involvement in corporate grievance handling committee for redressed of employees grievances. Publication of HRM quarterly corporate journal on Human resource Management. Formulation and administration of productivity Linked Honorarium scheme. Psychometric application for better productivity and for improving the quality of life.

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INDUSTRIAL RELATIONS POLICIES

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IR - OVERVIEW

INTRODUCTION No one can question the fact that people constitute a major element of many industrial enterprises. A company operates, grows and prospers through creative, dynamic leadership cooperatively applied to capable employees from the president down to the sweeper. This truth has been recognized but sometimes it has been overlooked in the hustle-bustle of the market place, the technology of industry and the pressure of competition. It may sound platitudinous but it is never the less true that the country that wants to make economic progress must be wedded to the doctrine of industrial growth. It has been increasingly realized that industrial system has brought about a number of complexities that have rendered the management of people in an organization more difficult and complicated. The division of power between two sides is still unequal and the workers struggle to equalize them in the teeth of employers opposition is an on going one. Therefore IR has been considered one of the most delicate and complex problems to modern industry. MEANING OF INDUTRIAL RELATIONS The ILO has used the term industrial relation in a wide sense to denote such matters as freedom of association and rights to organize, the application of the principle of the right to organize and right collective bargain, of conciliation and arbitration proceedings and the machinery for corporation between the authorities and the occupational organization at the various levels of the economy.

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IMPORTANCE OF GOOD INDUSTRIAL RELATIONS Industrial peace is an important prerequisite for industrial progress. By industrial peace, we mean the existence of harmonious relation between the two parties, i.e. employers and employees. It indicates a purposeful problem solving approach on part of both management and labor organization. Where such approach is lacking the industrial peace is vitiated and there is industrial unrest. Industrial Disputes disrupts the flow of production, bring strikes gheraoes and lockouts. Thus, good IR plays a vital role in establishing discipline and industrial democracy. Both these factors are required for the smooth running of an establishment. As such, main objective of is to establish well and tension free labor management relation, which promotes mutual understanding, confidence and resolves the mutual differences. Good IR increases the work motivation and lifts the morale. Any problem solved by mutual consent through workers participation, profit sharing and suggestions bring job satisfaction to workers and they put positive effect on production. From this, we can conclude that an effective IR certainly boost up the workers ego and the quality and the quantity both. They increase labor efficiency also. Therefore, we can say that Industrial Relation has far reaching impact on production. EMERGING TRENDS IN I.R. The emerging trends in the IR situation in the country are: There is lack of mutual trust and confidence between unions and management. Managerial responses to IR are mostly reactive rather then proactive.

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The emergence of white collar and managerial unions has made the IR scene more complex. There is an increasing realization among employers, employees, government as to the role and approach that should be followed by each.

REQUIREMENTS OF GOOD IR PROGRAMME Although one cannot lay down any blue print for good IR, the following may be reasonably described as the necessary pre requisite for establishing good Industrial Relations. Constructive attitude Clear-cut policies and procedures Top management support Good and prompt communication system Training in industrial relation Development of right union leadership Follow- up results.

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ROLE OF I.R. IN ONGC

To provide professional assistance in formulation of IR policies, systems and procedures. To organize meetings of ASTO and other recognized unions, formulate agenda, draw minutes and prepare status of implementation from time to time. To deal with matters relating to recognition of unions. To strengthen the forums of Bipartism, Participative Management, Grievance Redressal Machinery. To deal with all forms of industrial action. To give feedback on IR scenario and outstanding issues to the competent authority from time to time. Actins on issues relating to IR in MOU signed with the government by the corporation. To send reports on IR scenario to be submitted to the government on periodic basis. To provide professional advice/ suggestion on IR issues and labor laws. To provide professional assistance in preparing comments/ replies on issues before conciliation, adjudication and matters relating to contract labor and contingent labor. To furnish commence for reply to ministry of labor through administrative ministry on proposal for reference of ID to Industrial tribunal and also on bills, amendment of labor laws. To provide professional advice to concern departments for implementation of labor laws, government guidelines and executive instructions regarding labor laws.

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IR SCENE IN ONGC

It is often said that the employees should be treated as a member of one family and corporate with one another for mutual benefit of both, as also for the benefit of the society. Workers are exhorted to hard work, raise production and productivity and only then, expect higher rewards. All theses propositions are said to apply with even greater force to public enterprises. Since, by definition these enterprises exist for the benefit of the whole society, as no private individual are supposed to make profit from them and since even the top manager at ONGC are themselves employees as much as the humblest laborer, it is assumed that there should be no cause for labor management conflict here. The ONGC is playing a significant role of, model employer in maintaining healthily and harmonious relation since its inception as a statutory both and later as a corporate body and now ventures abroad. The Industrial Relation department has following important areas to look after: GRIEVANCE SETTLEMENT In modern days when protest is rather a common place, every employer increasingly feels concern about Grievance Settlement. In pursuance of the recommendations on National Commission on labor (1969) and the Tripartite Indian Labor Conference, the ONGC has institutionalized and elaborate three tiers Grievance Redressal System to employees by trying to handle employee Grievances. NATURE OF GRIEVANCE The essence of grievance is protest, charge of some violation. This may be based on facts, sentiments. It may arise from a perceived discrimination and

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treatment, disagreement or misunderstanding over facts, differences of opinion to severity of punishment imposed and resistance to job promotion. REDRESSAL SYSTEM The grievance redressal system in ONGC has three formal stages: i) ii) iii) Regional Grievance Committee Corporate Grievance Committee Appeals Committee

The RGC is required to meet at least once in month to settle the Grievance of employees pertaining to regional issues. The RGC are regularly functioning at Baroda, Kolkata, Mumbai, Chennai and Dehradun. The issues that cannot be settled at RGC are forwarded to the Corporate Grievance Committee (CGC). The CGC meet frequently to hear the Grievance of the employees and submit its recommendation to the Director Personnel (DP). In case the Grievance of employees are still not settled satisfactorily, they can appeal to Appeals Committee. The Appeals Committee will examine the case on merit and after hearing the case will submit its report to the Chairman and Managing Director (CMD) of ONGC. The performance of the Grievance Committee are closely followed and reviewed by the top management of ONGC and directions are issued from time to time to amend its procedures and disposal of cases in the light of latest labor laws, policies and recommendation of the labor conferences. BIPARTITE NEGOCIATING MACHINERY IN ONGC Committed as the management of ONGC is to the participative style of management and philosophy of joint consultation and participations, sustained efforts have been made to develop a process that should involve and motivate the employees in all productive efforts.

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The management of ONGC has been following the practice of resolving any issues that may be raised at the unit level, regional level, and corporate level after holding meetings with the unions. Minutes of the meetings are faithfully recorded and copies of the same are made available to the concerned unions also. It is generally agreed upon that for promoting healthy bipartite relations the recognized unions will not seek outside intervention of any third party or take recourse to any agitation method on matter of dispute connected with the terms of appointment or condition of service of employees without exhausting the above mentioned channels provided for in the Joint Negotiating Machinery (JNM). APPEALS COMMITTEE An Appeals Committee consisting of senior officers, constituted in June 1983 to deal with the grievances of the employees has been functioning in the commission. Any employee of the Commission whose Grievance pertaining to matters like promotion, seniority, leave, overtime, etc, has not been settled after following the normal procedures within three months of the date of submission of his grievance could represent his grievance to the Appeal Committee.

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IR POLCIES IN ONGC
EMPLOYEES PARTICIPATION IN MANAGEMENT The scheme of workers Participation in Management, notified by the government of India in 1975, applicable in manufacturing and mining units in public, private and corporative sectors, was introduced in ONGC in Bombay Offshore Project with slight modifications on experimental basis. Subsequently the scheme was introduced in Central Workshop, Baroda and Sibsagar. In 1981 the scheme was also introduced in Regional Office, Baroda, Ankleshwar Project, Tripura and West Bengal Project. A comprehensive scheme of employees Participation in Management was introduced by the government of India wide notification dated 30.12.1983 replacing the earlier scheme which was to be operated both at the shop floor and the plant level in all Central Public Sector undertakings other than those specifically exempted. The broad level participation, however, as per the new comprehensive scheme, was left to be decided by the Administrative Ministry and the Labor Ministry. Since the scheme of 1983 was applicable to ONGC and was to be introduced on the basis of consultations with the unions, the issue was discussed with the representatives of recognized unions in the JCM held in April 1984 and subsequent meetings on several occasions. The National Productivity Council, New Delhi was assigned the job of ONGC to have preliminary study of the working of the existing workers participation forums in the Western Zone, by ONGC, and to suggest the manners

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and ways on which the existing forums could be strengthened to conform to the norms prescribed in the new scheme of workers participation in the Central Public Sector undertakings. The report was received from NPC in 1984, which contained the following observations: i) ii) The climate in the western zone of ONGC was quite favorable for the effective participation. ONGC should develop the existing system of workers Participation in the Management to conform to the latest scheme of the government of India, which may lead to maximization of satisfaction of workers and promotion of a sense of pride in the job. iii) In order to strengthen the participative climate, it was proposed by NPC to organize training programmes for the members associated with participative forums. Therefore, the introduction of workers Participation in Management was further discussed with the recognized unions in various meetings and series of training programmes, seminars were organized as suggested by NPC and based on the skill deliberations in the meetings with the unions for imparting training and necessary skill in participative management and a modified version of the scheme was prepared.

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SCHEME OF EMPLOYEES PARTICIPATION IN MANAGEMENT AT THE REGIONAL AND PROJECT LEVELS

SHORT TITLE AND COVERAGE The scheme is called the Employees Participation in Management in ONGC and shall be applicable to all regions and projects of ONGC. The councils at region will be called Regional Joint Management Council (RJMC) and at project, the Project Joint Management Council (PJMC). COMMENCEMENT It will come into force with immediate effect. The head of P&A of the regions and projects, shall, in consultation with the recognized unions and the ASTO, constitute the council at the regional and the project levels in the manner prescribed in the subsequent paragraph. FORMATION, TENURE, FUNCTIONS OF THE COUNCILS A. REGIONAL JOINT MANAGEMENT COUNCIL (RJMC) i) The council consist of the following members: 1. Regional Director/ ED 2. Head of P&A 3. Head of F&A 4. Head of TBG, DBG, EBG & OBG Chairman Member Member Member (4)

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5. Head of IR Secretary

Member

6. Total members representing the union will be three. 7. Three members to be nominated by regional ASTO. ii) The vacancy caused for any region, what so ever, in the council, representing union/ ASTO, the concern union/ ASTO, as the case may be, nominate another person to represent it. The representative(s) of the union will cease to participate in the meeting of the joint council, if the recognition of the union comes to an end.

FUNCTION OF THE RJMC

To discuss on MOU and suggest steps to achieve the targets. To promote increased productivity, sharing information regarding production targets, operational and the production problems, advising the steps to over come the same, as deemed necessary. To economize cost, sharing information regarding expenditure/ cost etc. To foster the climate of discipline. To reduce absenteeism and improved punctuality. To ensure the maximum utilization of resources, including manpower. To ensure procurement and making available the safety items to the project, also reviewing. To discuss matters relating to working conditions and suggest steps to improve upon the same, which may be conducive not only to welfare of the employees but also to higher production and achievement of targets. To discuss the targets/ achievements and matters relating thereto of field parties of the region and take corrective measures, where ever necessary.

42

 To discuss issues relating to the working of institutes, attached to the regions, to take corrective measures to improve their performance. To discuss external threat, if any and take concerted action to manage the same. B. PROJECT JOINT MANAGEMENT COUNCIL (PJMC) The council consists of the following members: 1. The project head 2. Head of P&A 3. Head of F&A 4. Head of TBG, DBG, EBG & OBG 5. Head of IR Secretary 6. Two members to be nominated by the recognized union of the project, as members. 7. Two members to be nominated by regional ASTO. FUNCTIONS OF THE PJMC To discuss targets and suggest steps to achieve the same. To discuss problem relating to operations/production to advise, as deemed necessary, to short the same so that achievement of targets is not affected adversely. To review the achievement of targets at intervals. To economize cost of production including expenditure. To foster the climate of discipline. To reduce absenteeism and improved punctuality. To ensure the maximum utilization of resources, including manpower. Chairman Member Member Member (3/4) Member

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To ensure the procurement of the use of the safety items promptly and regularly. To discuss matters relating to working conditions and suggest steps for proper maintenance/upkeep of materials which may not be hazardous and may be conducive to higher production.

PROVISION FOR REWARD At the end of the year, the performance of all Regional and Project Councils shall be compiled, reviewed in corporate IR Headquarters, to recommend awarding suitably to the members of the councils and employees of Region/Project, depending on their performance whose achievement has not only been the best but also benefit the organization substantially.

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POLICY FOR BIPARTITE MEETING

The instructions of Joint Negotiating Machinery were on 26th May 1981. The salient features of the same are mentioned below: UNIT LEVEL i) The Head of the Project/Unit/Assets will hold periodic meeting with the recognized unions functioning in Project/Unit in respect of all local issues raised by such unions. ii) For officers at Regional Headquarters and Headquarters, Dehradun, the Regional levels will the first level for such negotiation where local issues will also be discussed. iii) iv) Such meetings shall be held once every month. The Head of Project/Unit/Assets will also hold exclusive meeting with the recognized union on organizational/operational issues at such intervals, as may be considered necessary but at least once in every quarter. REGIONAL LEVEL i) The Heads of the Regions will hold regular meetings with the recognized unions functioning in the region in respect of issues concerning the region or employees in more than one project/unit in the region as well as those issues, which remains unresolved at the project/ unit level. ii) In respect of the offices at Dehradun, GGM (Per) or the Head of Personnel will hold discussion with the recognized union on local issues. iii) Such meetings shall be held once three month.

45

ONGC LEVEL (JCM level) 1. Issues of All India Nature as well as those effecting employees in more than one region shall be discussed with the recognized unions at this level and all meetings shall be headed by Director (Personnel). 2. 3. Such meetings shall be building as and when considered necessary by management preferably once in six months. At the 20th session of the ILO (August 1962) it was agreed that the unions granted recognition under the code of discipline should enjoy the rights to raise issues and enter into collective agreements with the employees upon general. Questions concerning the terms of employment and condition of service of workmen in an establishment. 4. In respect of all meetings with the recognized unions, minutes would be recorded and a copy of the same salary sends to the next higher level as well as to the corporate IR. 5. For the aforesaid meetings with the recognized unions, the Union shall submit suitable memoranda setting out their points of view with sufficient details in respect of the issues which are proposed to be include in the agenda for the meeting well in advance. 6. The issue of general nature which may have implications in other regions and projects should be taken as All India Issue and decision on such issue shall not be taken at the regional or Unit level in the course of Negotiations with the recognized unions. 7. The implementation of the decisions taken by way of agreement/ Memorandum of understanding is equally important for strengthen the bipartite forums and therefore, efforts should be taken promptly to implement the same in its letter and spirit.

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TRADE UNIONS
AN OVERVIEW Trade unionism is the result of the growth of modern industrial system involving the employment of large number of workers in conditions, which make them helpless in bargaining individually for their terms of contract. The modern industrial system is based on a large-scale production, organization of factories, large-scale employment, changed labor relations, etc. These all developments led to the exploitation of workers by the employers. Hence, the workers had to unite and this gave way to trade unions. MEANING AND DEFINATION OF TRADE UNIONS Webb defines a trade union as a continuous association of wage earners for the purpose of maintaining or improving the conditions of their working force. OBJECTIVES OF TRADE UNIONS The primary objective of trade Union is to promote and protect the interests of its members. In order to contribute, to the success of an enterprise it has accomplish the following to sets of objectives(A) 1. 2. Economic Objectives To secure better wages for workers in keeping with the prevailing standards of living and the cost of living in the country. To ensure stable employment for worker by fighting against rationalism plan.

47

3. 4. 5. (B)

To attain better working conditions for the workers by procuring shorter working hours, leave with wages and social securities benefits. To enlarge opportunities for promotion and training. To foster a sense of self-respect sand dignity among the workers. Non-Economic Objectives Union have a state in the success of the national plans for the economic development, since these a formulated and implemented as much for maximizing production for distributing the products in an equitable manner. In the context some of the important social responsibilities of trade unions appear to be in the field of: 1. 2. 3. Promotion of national integration. Influencing the socio-economic policies of the community to active participation in their formulation at various levels. Inculcating, in members, a sense of responsibilities towards industry and the community.

FUNCTIONS OF TRADE UNIONS In the modern industrial economy, the functions of trade unions are as follows: 1. Internal functions: These types of functions of trade union in include the work inside the factory for labor welfare. The trade union try to get fair wages, fair deal from the management, implementation of labor laws, improvement in working conditions and securing workers participation in management. They also represent workers on Collective Bargaining Tables.

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2.

External Functions: Such functions include the activities, which are done outside the factory premises. The main object of these activities is to increase the efficiency of workers and make their life happy and better. Unions try to foster friendship and co-operation among the workers and the management.

3.

Political Functions: Now a days, trade union movement has become vary strong and militant too. In a number of countries, they are being organized as a political power. For ex, in United Kingdom the Labor Party is a very strong political party. In India too or leading political parties have their Labor Wing such as INTUC, AITUC, BMS, Kamgar Sabha, etc.

DIFFICULTIES AND OBSTACLES TO THE DEVELOPMENT OF TRADE UNIONS Though the Trade Union Movement in India has a long history, but still it has not achieved much success in India. It is still in the state of development. In fact, there is a vicious circle of Trade Unionism in the country today. The major difficulties in this connection can be enumerated as follows: a. Difficulties from workers side: i. Illiteracy of worker. ii. Migratory nature of labor. iii. Lack of unity and awareness. iv. Lack of inside leadership. v. Small size of trade unions. vi. Multiplicity of trade unions. vii. Inter-rivalry of Trade Unions.

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b.

Difficulties on the part of Trade Unions: i. Uneven growth of Trade Unions. ii. Weak financial resources. iii. Instability among Trade Unions. iv. Narrow Outlook. v. Irregularities in the working of Trade Unions. vi. Lack of efficient workers and dedicated Trade Union Leaders.

c. d.

Opposition by Employers Government Policies: We have seen that the difficulties in the way of trade unionism in India have not been, not only external, but internal also. In India, trade unionism has not developed as its own to safeguard the interest of the workers, but as a corollary to the political movement. The leadership of Trade Unions in India has mostly remained with the outside leaders such as doctors, lawyers, political leaders and so on. This tendency has not allowed them to understand the real crux of the problem of trade union and their fellow workers.

SCHEME FOR RECOGNITION OF UNION IN ONGC 1. Eligibility: Only those registered unions are eligible for recognition(i) Whose membership is opened to all categories of workmen employed in ONGC? (ii) Which undertake to observe the provisions of code of discipline. (iii) Which have been functioning in the organization for at least one year after registration. (iv) Which have not been found responsible for a breach, under the code during a period of one year immediately before claiming recognition.

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2.

Classification: There will be two types of recognized unions: (a) Representative unions (b) Local Unions.

3.

Criteria: (i) a representative union will be eligible for recognition, in relation, to a region in ONGC, if it has a membership at least by 25% of the workmen employed in the establishments, in that region. (ii) A local union shall also be eligible for recognition, in relation to an establishment, in a region where a representative has a membership of 50% or more of the workers employed in that establishment. (iii) Where there is more than one union, fulfilling those criteria referred to above, only the union with the largest membership would be eligible for recognition.

4.

Procedure: (i) the procedure of recognition of unions, both representative and local, shall be the same as prescribed for verification of the membership of the unions under the code of discipline for the purpose of recognition. (ii) When a union is recognized either as a representative or local union, there would normally be no change in its position for a period of two years.

5. (A)

Rights of recognized unions: Representative Union: The representative union in a region will have the right to represent the workmen in all establishments in the region and will be entitled to enjoy the following rights (i) To raise issues and enter into collective agreement with ONGC management on regional/ local issues, on general issues concerning

51

the terms of appointment of a service of workmen employed in ONGC. (ii) To collect membership fees/subscriptions payable by members to union within the premises of different establishment in the region. (iii) For the purpose of promotion of industrial disputes hold discussions with the employees who are its members at a suitable place with prior arrangement and approval of the management, to meet and discuss with the management or any other person authorized by the management for the purpose to remove grievances if its members employed in said undertaking in the region, to inspect by prior arrangement at any place in a undertaking where any member of the union is employed. (iv) To nominate its representative on specified by bipartite committees set up by management on regional, national basis. (B) Local Unions: The Local Unions shall have the right to deal with the matters relating to the local interest pertaining to its members and will enjoy the following rights(v) To raise issues of purely local interest pertaining to its members. union within the premises of different establishment. (vii) For the purpose of promotion of settlement of industrial disputes hold discussions with the employees, who are its members, at a suitable place within a premises of unit with prior arrangement and approval of the management, to meet and discuss with the management or any other person authorized by the management for the purpose to remove grievances of its member employed in the establishment. (vi) To collect membership fees/subscription payable by members to

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(viii) To nominate its representative on bipartite committee set up by the management in the establishment including grievances committee constituted under the prescribed grievance procedure. 6. Special Arrangement: When in a region it is not possible to have a representative union and instead more than one local union are recognized in accordance with the Criteria No. III.3, such local recognized union might constitute a Joint Coordination Committee, to represent the workman of the region in matters of regional of all India nature. Such a body when constituted may be recognized as Representative Committee for the region till such a Representative Union is recognized for the region. 7. Obligation of Recognized Union: The recognized union whether representative or local shall continue to observe the provision of the Code of Discipline in both letter and spirit and shall promote all, measures conducted to industrial harmony and peace in the organization, region and unit. Failure to observe the Code may entail de-recognition. RIGHTS AND PRIVILIGES AND DUTIES OF THE UNIONS OPERATING IN VARIOUS PROJECTS/REGION OF ONGC A. Recognized UnionsIn accordance with the decision taken in the 20th session of Indian Labor Conference (August 1962), the recognized union of the ONGC will have the following rights: 1. (i) To raise issue and enter into collective agreement with ONGC Man agreement on general question concerning the terms of employment and condition of service of workers.

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(ii) To collect membership fees/subscriptions payable by members to the union within the premises of the undertaking. (iii) To put up a notice board on the premises of the undertaking in which its members are employed. 2. If a local union raises a question of general terms of service, which have its implications in the different project of the region, such issue will also taken a either in JCM or at the regional for negotiation and decision. 3. The recognized union shall contribute and cooperate in furtherance of organizational interest. B. UN-Recognized UnionsThe management of ONGC will not respond or entertain to any other right and role of unrecognized union except the following1. (i) Raising individual grievances relating to dismissal or discharge of individual workman. (ii) Raising other disciplinary matter affecting their member. 2. The unrecognized unions will not resort to or endorse the action mentioned in Item No. 5 under the head of recognized unions above.

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POLICY TO CONFER TRADE UNIONS IN ONGC THROUGH SECERET BALLOT

HISTORICAL BACKGROUND 1. The recognition of trade union is regulated under the provisions of the Code of Discipline and the Criteria for recognition of unions appended thereto. 2. The Code of Discipline stipulates that for recognitions of trade unions at unit level, the majority union should have at least 15% of the workers as its members in the unit, where as in the case of representative union, the majority union should command a minimum membership of 25% of the workers employed in different unit in the area/region. 3. 4. The majority character of union is decided on the basis of verification of membership conducted by the Ministry of Labor. In this context of multiplicity of trade unions in ONGC the issue of modalities for identification of a trade union having a majority, has been engaging attention of the management and employees unions from quite sometime. 5. Further, in the context of changing scenario of liberalization, privatization, and globalization, the role of union and management is eschewing conflicts and ushering in co-operation for handling of production and assisting in cost of reduction, increasing output and improving quality, have assume great importance. 6. Keeping the above background in mind, the issue was discussed in the Joint Committee Meeting (JCM) for verification of membership of trade unions through secret ballot. A base paper was also circulated in the meeting to all the members present, indicating the practice in ONGC and the procedure to be followed for verification through secret ballot.

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7.

In the light of discussion held in the JCM, further meeting was held on 13.7.96 at Chennai with the Presidents and General Secretaries of Recognized Unions and the existing practice end procedure for recognition of trade unions in the project, regions and office was review and decision was taken in favor of verification of membership of trade unions through secret ballot.

8.

The Honorable Supreme Court in the case of FCI staff union Vs. Food Corporation of India and Ors. Has also emphasized the need for adopting secret ballot system for verification under Code of Discipline.

SALIENT FEATURES OF POLICY 1. The policy would be called Policy of Recognition to Unions in ONGC and will apply to all regions and projects of ONGC for recognitions of the unions. 2. 3. The existing Policy of Recognition as Representatives Union and Local Union, adopted in 1982 will continue. The relative strength of union at regional/project and unit level shall be identified by secret ballot to be conducted by the Chief Labor Commissioner (CLC); the detailed procedure has been elaborated in the policy. 4. 5. The period of recognition would be for three years. The unions are registered under the Trade Unions Act, 9126 and whose registration is valid for last one year and representing regular unionized categories of employees (except craft unions) would be eligible to participate in the secret ballot. The trade unions, which have violated the code of discipline during the last three years, detrimental to ONGC and its growth, would not be eligible to participate in the secret ballot.

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LIST OF THE UNIONS OPERATING IN ONGC

Names and Address of the Unions ONGC Empl.Mazdoor Sabha, Shram, Sadhana, Raopura, Baroda. ONGC Empl. Union, Kalokoba Road, Sabarmati, Ahmedabad. National Union of ONGC Empl., 67Kishan Nagar, Dehradun. ONGC Empl. Association, B-1-B, ONGC Colony, Ankleshwar. ONGC Workmens Association, P-45, Taratolla Road, Kolkata. Petroleum Empl. Union, Tel Rasayan Bhawan, Opp. Best Workshop, Tilak Road, Dadar, Mumbai. ONGC Workers Association, B.G.Road, Sibsagar, Assam. Petroleum Empl. Union, C/o: ONGC, Regional Office, RBC, MMDA Building, 8-Gandhi Irwin Road, Egmore, Chennai. ONGC Workers Union, Tripura Project, Agartala, Tripura. Trade Union of ONGC Workers, Cachar Project, Silchar.

Status

Regional Local Regional Local Local

Regional

Regional

Regional

Local Local

CODE OF DISCIPLINE AND INDUSTRIAL RELATIONS

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EVOLUTION OF THE CODE Inspite of the fact that a large number of labor laws have been enacted, and the Indian labor scene crowded with various complex judicial formalities and legalities and court has played a key role in rendering justice in industrial relations, yet the industrial relations scene has not been peaceful. The Industrial Discipline has ceased to exist. The need for some measures other than legislative was, therefore, felt both by the management and the workers. PRINCIPLES OF THE CODE In pursuance of this suggestion, the 15th Indian Labor Conference, held on July 1957, discuss the question of discipline in industry and laid down the following general principles: (i) (ii) (iii) (iv) (v) (vi) (vii) There should be no lockout or strikes without notice. No unilateral action should be taken in connection with any individual matter. There should be no recourse to go-slow tactics. No deliberate damage should be caused to plant or property. Acts of violence, intimidation, coercion or instigation should be resorted. The existing machinery for the settlement of disputes should be utilized. Awards and agreements that disturb co-ordial relations should be avoided. A sub-committee later considered these principles and there after certain modification therein, the code of discipline was evolved. It came into force from 1st July 1958. It was accepted by the 4 Central National Labor Organizations (INTUC, AITUC, HMS and UTUC on behalf of the workers and by the employers federation of India. MAIN FEATURES OF CODE

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The code defines, in the 1st section the duties and responsibilities of employers, workers and even of the government. In the 2nd section are listed the common obligations of management and unions. The 3rd Section deals with the obligations of the management only, while the 4th section deals with those of unions only. The features of the code are as follows: (i) The code of discipline is a government induced self-imposed and mutually agreed voluntary principle of discipline and relations between management and workers in the industry. (ii) It aims at preventing disputes by providing for voluntary and mutual settlement of disputes through negotiations, conciliation, and voluntary arbitration without the interference of any outside agency or through adjudication. (iii) It restrains both the parties from unilateral action, but it induces them to make a best use of the existing machinery for the settlement of disputes with the utmost expedition. (iv) (v) (vi) (vii) The code compels the two parties not to indulge in strikes and lockout without notice. It requires that constructive co-operation should be encouraged between workers and management at all levels. It enjoins upon the management to take prompt action for the settlement of disputes, grievances and implementation of awards and agreement. Both the Central and State governments should rectify any shortcomings in the constitute for the administration of labor laws. OBJECTIVES OF THE CODE OF DISCIPLINE

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The code has been aimed at establishing co-ordial relations between management and workers on a voluntary basis to promote harmony and to put an end to industrial unrest. The objectives, as stated in the code are: (i) (ii) (iii) (iv) (v) (vi) (vii) To ensure that employers and employees recognize each others rights and obligations. To promote constructive co-operation between the parties concerned at all levels. To secure settlement of disputes and grievances by negotiations, conciliation and voluntary arbitration. To eliminate all forms of violence in industrial relations. To avoid work stoppages. To facilitate the free growth of trade unions. To maintain discipline in Industry.

CODE OF DISCIPLINE IN INDUSTRY I. To maintain discipline in industry (Both in public and private sectors) There has to be: (i) A just recognition by employers and workers of the rights and responsibilities of either party, as defined by the laws and agreements. (ii)A proper and willing discharge by either party of its obligations consequent on such recognition.

II

To ensure better discipline in industry

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Management and union must agree: (i) (ii) (iii) (iv) That no unilateral action should be taken in connection with any industrial matter and disputes should be settled at the appropriate level. That existing machinery, for the settlement should be utilized. That there should be no strike or lockout without notice. That they will promote constructive co-operation between their representatives at all levels and as between workers themselves and abide by the spirit of the agreement mutually agreed into. (v) (vi) That they will observe the various stages in the grievances procedure and take no arbitrary action, which would by-pass, this procedure. That they will educate the management personnel and workers regarding their obligations to each other.

ASSOCIATION OF SCIENTIFIC & TECHNICAL OFFICERS (ASTO)

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The association of Scientific & Technical Officers (ASTO) is the sole Association, recognized by the management to represent all executives in the Corporation. ASTO is registered under the Societies Registration Act, 1960 and has affiliation with the Oil Sector Officers Association (OSOA). ASTO has its constitution and in accordance with the provisions thereinbiennial election are held regularly. After the election in all the worksites of ONGC a Central Executive Council (CEC) is formed which consists of members representing the different regional/local units and then the CEC so formed elects the President of ASTO who in turn constitute Central Working Committee (CWC) for a term of two years. In order to have cordial relations with the Association, the Management of ONGC holds meetings with the ASTO at regular intervals. Local ASTO office bearers also have such meetings at local level and also with the CMD and the Directors when they visit there. The Management also provides certain facilities to ASTO in terms of Office order. Guidelines/instructions on providing certain facilities to ASTO have been issued from time to time to enable them to function smoothly in the overall interest of the Corporation and the officers community. These instructions/guidelines are given in consolidated from as follows: -

1.

COMMUNICATION FACILITIES

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President/Secretary of all ASTO Units may be allowed to use the Telex/Fax facility to a reasonable extent for bonafide communication of ASTO. No STD facility on office telephones is allowed for this purpose.
2. TELEPHONE FACILITY

One telephone is provided to the President or the Secretary of the ASTO at Region/Projects if such facility is not available to them by virtue of their designation/office. They may be also provided with the STD facility subject to the conditions spelt out in Office Order. It is further clarified that telephone once allotted to ASTO should normally continue with the next ASTO body. In case of its allotment to other than ASTO, new body should immediately be provided with a new connection. 3.
FURNISHED OFFICE ACCOMODATION

Although ASTO Units are to be provided with reasonably furnished office accommodation, due to shortage of accommodation at office premises it has not been possible to provide it for all ASTO units at various work centers. ASTO, therefore, on hiring there own accommodation, may be granted rental subsidy to the extent provided for in Office Order.
4.

TRANSFER OF ASTO OFFICE BEARERS Normally, elected office bearers of ASTO should not be transferred during their term of two years. However, those who are under transfer should not seek election to any office, at such station. In case they do, they shall liable to transfer.

5.

VISIT OF ASTO OFFICE BEARERS TO ATTEND VARIOUS MEETINGS

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(A)

MEETING WITH MINISTRY/MANAGEMENT In case of meetings convened by Ministry/Management, where ASTO Members are required to attend such meetings, they may be treated as a tour.

(B)

MEETING OF ASTO: When ASTO convene their own periodical meetings, they should inform the Head of P&A at Headquarters who in turn shall inform Regions/Projects to allow the authorized ASTO Members to attend such meetings. Members of ASTO, CWC & CEC as may be intimated Headquarters will be treated as a tour for attending following meetings: CWC Meetings 4 meetings in a year

CEC Meetings

2 meetings in a year

In case of delay of communication from Headquarters, communication from President/General Secretary ASTO (CWC) DDN may be given due cognizance.

GRIEVANCE MANAGEMENT SYSTEM

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APPLICABILITY The grievance Procedure laid down hereunder will apply to all regular workmen/executives upto E4 level working in the Corporation. SCOPE Complaints affecting one or more individual-workmen or executive in respect of their wages, leave, promotion, seniority, hours of work, overtime etc. may be redressed under this Grievance Procedure. A workman or executive on receipt of an order causing a grievance or when the occasion for complaint actually arises may avail of the Machinery under this procedure. The procedure will not include the matters arising out of: Disciplinary action taken under the Conduct, Discipline & Appeal rules. Imposition of penalty and termination of service of an employee. General issues pertaining to pay scale, dearness allowance, fringe benefits, gratuity etc. Matters related to training either in India or abroad. Promotion to the post of E5 and above. Cases where the prescribed procedure has been invoked once will not be reopened. Whether or not a particular issue/complaint brought up by workman/executive is to be considered the Head of the Work centre whose decision will be final will decide a grievance. The Corporation may however, represent on this behalf issue such directions as it may deem fit. GRIEVANCE PROCEDURE

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The proposed Grievance Procedure consists of two channels informal and formal. The informal channel includes Open Heading Day and Counseling. The formal channel includes three stages (including the right to appeal) namely Department Head, Grievance Committee & Appeals Committee. An employee may take recourse to this procedure he has any grievance. Depending upon his choice he may opt for formal or informal channel. But in case of formal channel he has to approach stage Stage III & finally I first, then Stage II. No shortcutting or bypassing would be permissible. INFORMAL CHANNEL: Open Hearing Day Every fortnight on a pre-fixed day an Open Heading day will be conducted by the Head of the work center where efforts may be made for the settlement of the grievances. An individual can discuss his/her grievance with the Head of the work center on this day. If he/she does not get a reply within 7 days he/she may go to formal channel. Counseling Counseling will be nominated by the head of the work centre that the aggrieved individual may approach for discussing his/her grievance for guidance and advice. FORMAL CHANNEL: Stage I: Departmental Head: The workman/executive who is aggrieved shall take up his grievance with departmental head verbally or in the form of a written complaint as per his choice.

66

If it is written complaint it should be submitted in duplicate in the prescribed Performa available in IR Depts. If the complaint is against the depts. Head him; the grievance may be presented in the grievance committee in accordance with the procedure laid down in the II stage. A decision will be conveyed to the individual within four to fifteen days depending upon the nature of the grievance. If he/she does not get a reply in 15 days, he/she may approach age II if he/she so desires. Stage- II: Grievance Committee If the workman/executive is not satisfied with the decision of the departmental head or does not a reply within the stipulated time of 15 days, he/she may present presenthis/her grievance to the grievance committee though IR Department in the prescribed form available in IR depts. The employees may present his/her case in person before the committee. He/she may also take the assistance of any other employee for this purpose. The employee will get prior information at least 3 days in advance regarding hearing of his/her case by the committee and he/she will seek permission from his/her supervisory for appearing before the committee. An individual will be conveyed the decision of the grievance committee within 15 to 60 days depending upon the nature of grievance from the date of hearing. If he/she does not get a reply within the stipulated time as mentioned above he/she has the option to appeal to stage III. Stage III: Appeals Committee An aggrieved workman/executive whose grievance has not been settled after following normal procedure within 60 days from the date of hearing of his grievance or who is not satisfied with the decision given by the Grievance Committee, may appeal to the Appeals Committee located at HQtrs. A copy must also be given to IR Depts. At the Project/Region/HQs, through proper channel.

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POLICY OF EMPLOYMENT OF CONTIGENT EMPLOYEES IN ONGC

APPOINTMENT Appointment of contingent employees should be made on term appointment basis, i.e. from one specified date to another specified date. SPONSORSHIP BY EMPLOYMENT EXCHANGE No fresh contingent employee in future should be engaged from the open market without his name being sponsored by the Employment Exchange. Where, however, there is no Employment Exchange, the name may be sponsored by the Panchayat Sarpanch or Village Pradhan. Candidates having requisite qualifications as per ONGC R&P Regulations should only be appointed on contingent basis. PARTICULARS OF THE INDIVIDUAL Before recruiting any contingent hand, the particulars of the individual should be obtained. In this format the individual should state his name with address, date of birth, qualification, particulars of his earlier engagement, if any, in ONGC specifying the place, date and duration, name of the department and the supervisor under whom he has worked. These particulars should be attested by some responsible employee/person. TERMINATION Where earlier period of work done by an individual and the present contemplated period put together is likely to exceed 179 days in 12 months, such individual should not be engaged on contingent basis.

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FOR TEMPORARY & INTERMITTENT WORK Since the appointment of contingent workers is made for a work of temporary and intermittent nature, no right shall accrue to him for any regular job in ONGC. Management may, however, consider his regulations subject to availability of vacancies period. MAINTENANCE OF REGISTER OF CONTINGENT EMPLOYEES Record of all contingent workers shall be maintained in a separate register in addition to the register of particulars of contingent employees. 1. 2. This register shall be maintained at each project and should contain details of contingent workers engaged in the project. The regional office will maintain a similar register for contingent employees (other than employed at the Project). A similar register will also be maintained at the Hdqrs. At dehradun are also at Delhi separately for all the contingent employees engaged at the respective stations and should be inspected by Head of P&A of respective offices. SENIORITY A senior register shall be maintained in each region and at Hdqrs. Of contingent employees who have already completed 240 days in 12 months. The seniority is to be fixed from the date one completes 240 days work in 12 consecutive months. A person who completes 240 days of work earlier should be senior to the person who completes 240 days of work later. REGULARIZATION OF SERVICES 1. CasualMean those contingent employees who have put in attendance upto 79 days in 12 consecutive months.

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2.

TemporaryMean those contingent employees who have been on the rolls of the Corporation and have put in not less than 180 days of attendance in any period of 12 consecutive months provided that a temporary workman who has put in not less than 240 days and possesses the minimum qualifications prescribed by the Corporation, may be considered as a regular employee.

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