A Study On

INDUSTRIAL RELATIONS
(With reference to Oil and Natural Gas Corporation LTD, RAJAHMUNDRY)



A Project Report submitted to JNTU, Kakinada
In Partial fulfillment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION



Submitted by
M.MANIDEEPIKA
(Regd. No: 13021E0009)



.
Under the Guidance of
Mr. K.RAJESH, MHRM.
HR MANAGER, ONGC


SCHOOL OF MANAGEMENT STUDIES, JNTUK KAKINADA
(Approved by AICTE, GOVT.OF A.P. & Affiliated to JNTU, Kakinada)
Sarpavaram road, Kakinada, E.G.Dist (A.P.)
2013-2015






CERTIFICATE


This is to certify that the project entitled A STUDY ON INDUSTRIAL RELATIONS
with reference to OIL AND NATURAL GAS CORPORATION LTD., RAJAHMUNDRY,
submitted to JNTU, Kakinada in partial fulfillment of the requirement for the award of the
Degree of MASTER OF BUSINESS ADMINISTRATION carried out by M.MANIDEEPIKA,
Reg. No. 13021E0009 is a bonafied work done under my guidance.








Mr. K.RAJESH, MHRM.
HR MANAGER, ONGC
RAJAHMUNDRY




DECLARATION



I hereby declare that this project report entitled INDUSTRIAL RELATIONS with
reference to OIL AND NTURAL GAS CORPORATION LTD., RAJAHMUNDRY, submitted by
me towards the partial fulfillment for the requirement of the MASTER OF BUSINESS
ADMINISTRATION degree in JAWAHARLAL NEHRU TEHNOLOGICAL UNIVERSITY,
KAKINADA is my own work and it is not submitted to any other Universities/institutions
or published anywhere for the award of any degree or diploma.








Place :
Date : M.MANIDEEPIKA
(13021E0009)













Enclose the Color Xerox Copy Project completion certificate issued by
the company












ACKNOWLEDGEMENT

With great pleasure we want to take this opportunity to express our heart full gratitude to all the people
who helped in making this project work a grand success.

We are grateful to Mr. ------------- for his valuable suggestions and guidance given by him during
the execution of this project work.

We would like to thank ------------, Head of the Department of Master of Business Administration,
for being moral support throughout the period of our study in SSMIST.

First of all we are highly indebted to Director Prof. -------for giving us the permission to carry out
this project.

We would like to thank the Teaching & Non teaching staff of MBA Department for sharing their
knowledge with us.

Last but not the least ,we express our sincere thanks to --------- chairman, -------------, for his
continuous care towards our achievements.

I am very much grateful to faculty members of the Department for their Kind cooperation with
out which this work could not have been to this shape. I would like to thank the non-teaching Staff & all
my friends who made me stay here at JNTUK is a memorable one.


PROJECT ASSOCIATES
M.MANI DEEPIKA 13021E0009


Date:
Place:









INDEX


S.NO

CONTENT

PAGE NO
CHAPTER I
1.1 Introduction
1.2 Need for the Study
1.3 Objectives of the Study
1.4 Methodology of the Study
1.5 Limitations
CHAPTER II
2.1 Industry Profile
2.2 Company Profile
CHAPTER III
3.1 Theoretical Frame Work
CHAPTER IV
4.1 Data Analysis & Interpretation
CHAPTER V
5.1 Findings, Suggestions & Conclusion
6 Bibliography









CHAPTER 1









INDUSTRIAL RELATIONS

INTRODUCTION:
The term Industrial Relations comprises of two terms: Industry and Relations. Industry
refers to any productive activity in which an individual (or a group of individuals) is (are)
engaged. By relations we mean the relationships that exist within the industry between the
employer and his workmen. The term industrial relations explain the relationship between
employees and management which stem directly or indirectly from union-employer relationship.

Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by a union. Industrial
relations are basically the interactions between employers, employees and the government, and
the institutions and associations through which such interactions are mediated.

The term industrial relations have a broad as well as a narrow outlook. Originally, industrial
relations was broadly defined to include the relationships and interactions between employers
and employees. From this perspective, industrial relations cover all aspects of the employment
relationship, including human resource management, employee relations, and union-management
(or labor) relations. Now its meaning has become more specific and restricted. Accordingly,
industrial relations pertains to the study and practice of collective bargaining, trade unionism,
and labor-management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel practices and
policies of employers.
The relationships which arise at and out of the workplace generally include the relationships
between individual workers, the relationships between workers and their employer, the
relationships between employers, the relationships employers and workers have with the
organizations formed to promote their respective interests, and the relations between those
organizations, at all levels. Industrial relations also includes the processes through which these
relationships are expressed (such as, collective bargaining, workers participation in decision-
making, and grievance and dispute settlement), and the management of conflict between
employers, workers and trade unions, when it arises.

According to Prof. Dunlop, Industrial relations may be defined as the complex of inter-
relations among workers, managers and Government.
Industrial relations are concerned with the relationship between management and trade unions
representing the labor power regarding the terms and conditions of employment and
unemployment and conditions at work place. Industrial peace in a country is an important
prerequisite for its industrial development. It implies existence of harmonious industrial relations
between the management and workers. The interference of government in industrial relations
through legal and administrative measures is quite common. Thus, the arena of industrial
relations has been extended to relations among the state, employers and employees. It is fact that
industrial relations connote a vast complex of relationships obtaining between management and
employees, union and management, union and employees and between employees themselves.
Both parties to industrial relations have a common interest in industry, but many a time, they are
found to be pulling in different directions, which lead to industrial unrest. Therefore, it has
become necessary to secure the cooperation of both workers and management to achieve good
industrial relations.
THREE ACTORS OF INDUSTRIAL RELATIONS

According to John T. Dunlop three major participants or actors of industrial relations viz.,
workers and their organizations, management and Government are identified.

WORKERS AND THEIR ORGANIZATIONS

The total worker plays an important role in industrial relations. The total worker includes
working age, educational background, family background, psychological factors, culture, skills
etc., Workers organizations prominently known as trade unions play their role more to protect
the workers economic interest through collective bargaining and by bringing pressure on
management through economic and political tactics.

EMPLOYERS AND THEIR ORGANIZATIONS

Employer is a crucial factor in industrial relations. He employs the worker, pays the wages and
various allowances, and regulates the working relations through various rules, regulations and by
enforcing labor laws. Employers form their organizations to equate or excel their bargaining
power with that of trade unions. These organizations protect the interest of the employer by
pressuring the trade unions and government.

GOVERNMENT

Government plays a balancing role as custodian of the nation. Government exerts its influence
on industrial relations through its labor policy, industrial relations policy, implementing labor
laws, the process of conciliation an adjudication by playing the role of a mediator etc.,
NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial Relations. A sound
Industrial Relations comprises..,

1. Congenial relations between employees and employer.

2. Congenial labor management relations

3. Minimized industrial conflicts

4. Highly developed trade unions

5. Contribution to the organizational objectives

With respect to all these requirements an IR has to be maintained. As the contribution of IR is
vast there is a definite need to undertake a study to assess and to develop the given requirements.


OBJECTIVES OF THE STUDY

1. To find the nature of relationships in and between different organizational levels.
2. To assess the relationship between Employees, Unions and Employers.
3. To know the nature of industrial disputes aroused at the organization.
4. To study the process of collective bargaining and grievance handling.
5. To know the safety and welfare measures provided for employees.
6. To know about workers participation in management.


SCOPE OF THE STUDY:

The relationship between employer and employee is the most important relationship in the
corporate world. The positive relationship between both of them is effective technique for the
growth if the organization. It would almost impossible to increase the production with out
greatest co-operation between employer and employee.
One of the most important and the challenging task of the manager is to satisfy employee to a
large extent and to minimize their conflicts. In order to satisfy employees and manager must
have to adopt motivational factors, incentive schemes.
My topic is IR which is broadly related with the relationship between the employer and
employee with the terms and conditions of employment.

So, the IR is very broad topic in present scenario, every company want to enhance its
productivity. But the productivity cant be improved unless and until the employees are not
satisfied. Without satisfying the employees, the organization cant go in the long run and cant
compete with its competitors. In order to enhance productivity and satisfying the employees,
they have to maintain cordial relationship between employees, employer and Government. So
that, they can survive in long run and can compete with its competitors.

LIMITATIONS OF THE STUDY:

1. As industrial relations is a vast topic the time period available was very less.
2. It became difficult to match project schedule with employees time tables to conduct
personal interviews and surveys.
3. Because of employees busy schedule it became difficult to gather questionnaire.

RESEARCH METHODOLOGY USED:

A research methodology is a sample frame work or a plan for study that is used as a guide for
conducting research. It is a blue print that is followed in processing research work. Thus in good
research methodology the line of action has to be chosen carefully from various alternatives.

RESEARCH DESIGN:

Research design is the plan and structure of investigation so conceived as to obtain
answers to research questions.

NATURE OF RESEARCH:

Descriptive Research design is used for study.
Descriptive research as the name suggests is designed to describe something- for example the
characteristics of users of given product; the degree to which product use varies with income,
age, sex or other characteristics; or the number who saw a specific television commercial.
To be of maximum benefit, a descriptive study must only collect data for a definite purpose.
Your objective and understanding should be clear and specific. It is a kind of survey method.

Meaning of research:

Research in common parlance refers to a search for knowledge. Research can be explained as
a movement, a movement from known to unknown. It is actually a voyage of discovery.
Research always starts with a question or problem.
Its purpose is to find answers to questions through the application to the scientific
method.
It is a systematic and intensive study directed towards a more complete knowledge of the
subject studied.

So research is a scientific and systematic search for gaining information and knowledge on a
specific topic or phenomena.


RESEARCH METHOD:

Data collection method
The data collected to carry out the study involves two types of data.

1 Primary Data: The primary data has been collected from the employees. This data helps most
for the completion of the study by providing full and direct information, which needs some
interpretation and analysis, to attain the objectives of the study.

2 Secondary Data: This secondary data has been collected from various sources such as books,
journals, magazines and sites. Although the data collected or gathered from these sources
neither participate directly in the analysis nor influence the outcomes. This forms a basis for an
effective approach in making a report of what has been studied. This data forms a part of the
report and facilitates to acquire pre-requisite knowledge regarding the study under
consideration.

Data collection tools

1. To collect the above-mentioned primary data, the following tools can serve at its best:

2. Personal Interview: The employees under consideration have been interviewed personally to
get the desired responses by asking questions. And those responses were noted

3. Structural Questionnaire: The questionnaire consists of a set of close-ended questions, which
are orderly arranged to extract the best from employees. In this study we make use of the
questionnaire, for collecting the responses of workmen level and staff level separately



Research measuring tools

To carry out the above laid research design and to collect data in the prescribed manner, we have
to use a tool that facilitates our study. As we cannot take all employees into consideration certain
sample of staff and workmen is considered.

The sample size for staff level is 30
The sample size for officer level is 45

























CHAPTER 2



OIL AND NATURAL GAS CORPORATION LTD





INDUSTRY PROFILE

Oil and Natural Gas Corporation Limited (ONGC), a Maharatna public sector
enterprise, is one of the leading enterprises in the country with significant contribution in its
industrial and economic growth. Born about 52 years ago, in August 1956, ONGC has grown
today into a full-fledged horizontally integrated up stream petroleum company within house
service capabilities and infrastructure in the range of oil and gas exploration and public related
activities. ONGC was incorporated under the companies Act 1956 on 23 June by an Act of
parliament passed on 4 September 1993 pursuant to the decision of Government of India to
transform the Oil and Natural Gas Commission into a public limited company.

ONGC virtually represents the Indian upstream sector, contributing about 90% to the
countrys Oil and Gas production. ONGC made important oil and gas discoveries barely within a
couple of years and today the number of discovered fields are around 265. Since its inception,
ONGC has produced more than 600 million tones of crude oil and supplied more than 200
million cubic meters gas, thus fueling Indias economy. To achieve the sustained growth, ONGC
has decided to double the oil and gas reserves in the next 20 years. In 52 years of operations
ONGC accreted 6 billion tones oil and oil equivalent reserves the major part of ONGC revenue
accurse from the sale of crude oil, natural gas and value added products (Naphtha, SKO etc).


The first oil discovery in India was made in Digboi in Assam in 1889. Those days nobody
thought this discovery was to play in the countrys quest for oil and gas later years. Over years
grown oil and gas sector played a key role in the countrys energy sector and account for 54% of
Indias commercial energy consumption, as India is eight largest consumer of oil in the world.

On a conservative basis petroleum product consumption in India is expected to grow
from present level of 97 million tones P.A in 1999-2001to about 180 million tones P.A in 2006-
07 and further about 370 million tones P.A by 2024-25 and demand for natural gas which was
110 ton million standard cubic meters per day in 1999-2001 is expected to reach 231 million
cubic meters per day by 2006-07 and further to 391 million cubic meters per day by 2024-25.

India proved the oil and gas reserves are 0.5% of world reserves where as oil production
is 0.9% and gas production 1.2% of total production respectively. The sedimentary basin are of
the country is about 4% of the total world sedimentary area.

India is endowed with 26 sedimentary basins along with deep-water sedimentary areas.
All 26 sedimentary basins of the country are not alike from the oil and gas prospectively point of
view based on degree of exploration and prospectively as presently known these basins have
been divided into 4 categories. The highly prospective basins included Bombay offshore;
Cambay, upper Assam, Assam-Arakan, Krishna-Godavari and Cauvery basin and low
prospective basins are Ganga, Vindhya, and Kerala-Konkan, Mahanadi and Bengal basin.

The great strides have been made in oil and gas exploration by two National oil
companies namely Oil and Natural Gas Corporation Ltd (ONGC) and oil India Ltd (OIL LTD).
A number of new discoveries have been in the Gulf of Cambay, Krishna-Godavari and
Rajasthan basins by private/joint venture companies. In deep water areas of the Krishna-
Godavari basins many large prospects are under drilling. This would result in finding several gas
fields along the east coast with 3-4 years. This area can produce 25-30% more gas over the
current production.

As private participation is increased for regulatory the upstream of oil and gas sector a
regulatory body was set by Government, the Director General of Hydrocarbons (D.G.H) under
Ministry of petroleum and Natural Gas.

Till QI FY99, the Indian oil and gas industry has been under state control. The production
pattern, capital expenditure and pricing of petroleum products were determined by the state. The
pricing system assured all players a normative post-tax return of 12% on worth.


The control measures were initiated and retention pricing for refineries has been
abolished w.e.f. April 1998. However, controls on 5 products (MS, HSB, ATF, SKO, LPG) that
contribute 70% of values, continue to remain, subsidies on LPG and SKO will be limited to 15%
and 33% of import parity prices and tariff o crude and petroleum products will be reduced 0-5%
and 15% respectively.
The major gainers of deregulation process will be old players with old and depreciated
units like-MRL, CRL, BPCL, HPCL, IOCL etc. New refineries like MRPL, Essar OIL and
reliance petroleum will be hard hit, as their refining margins under the market determined pricing
mechanism would be lower than that under the APM. In addition, net profit will be affected by
high interest and depreciation outgo. It is important to more that a six-MTPA refinery (current
minimum economic size) will cost Rs.36bn.
Global oil and gas production is skewed with most of the reserves concentrated in the
Middle East, which supplies to deficit countries in the America and the Asia-Pacific. As at the
end 1998, the world had proven oil reserves of a little over and proven gas reserves of little less
than 140 trillion cubic meters.

Amongst players, ONGC has a virtual monopoly in upstream crude oil and gas
production, while GAIL has a monopoly in marketing and distribution of gas. The refining and
marketing sector is again dominated by PSUs, which account for nearly 95% of the total refining
capacity and100% of products marketed. JOIL is the market leader in both refining and
marketing followed by BPCL and HPCL. MRPL was the first non-PSU in the sector, followed
by Reliance and Essar by 1999-2000.

Stock valuations continue to remain depressed. The two negative factors for the sector are
dim outlook on global refining margins and supply of stock in the form of government
disinvestment. Investors should use all disinvestment programs as a buying opportunity because
the long-term fundamental story is still intact.

GLOBAL SCENARIO:
Primary energy consumption:

Primary energy is a critical input and in line with economic growth, as observed since the
late seventies, the world consumption of energy increased from about 4800 million metric ton of
oil equivalent in 1970 to about 8877 mote in 1999, representing a CAGR of about 1.98%. The
growth in consumption would have been much higher but for the disintegration of the former
Soviet Union, whose energy consumption levels dropped by more than 35% in the last five years
The average per capita consumption of energy vis--vis hydro carbons (kgOE)
Country /region Primary energy Hydrocarbons
World 1454 927
India 285 113
China 688 169
Pakistan 264 231
Bangladesh 81 80
Japan 3962 2520
U.K 3856 2719
Germany 4120 2539

Importance of oil & gas in primary energy:

Oil and gas constitute a significant 63% of the primary energy consumption. The
situation in Asia, Australia is different with coal still remaining the primary source of energy.
However the scenario is rapidly changing, for instance in the last decade, oil and gasconsumption
has grown at more than 70% in the Asia-Pacific region vis--vis 15% in the rest of the world.
The Asia-Pacific region is thus gaining importance in the oil and gas map, with India and china
together accounting for 47.50% of the total demand in this region.

In the last decade, natural gas has taken the lead in growth and in the emerging energy
scenario; it is seen as an environmental-friendly substitute for relatively scarcer oil. Consumption
of natural gas has grown by more than 26% vis--vis 15% in consumption of oil.

Oil and gas reserves:

As the end 2008, the world had proven oil reserves of a little over 1055 million barrels
while that of gas, a little less than 140 trillion cubic meters. At the current rate of production, oil
reserves are likely to last for about 40 years and natural gas reserves for 65 years the reserves are
however unevenly distributed with the Middle East countries together holding 65% of oil and
34% of gas reserves.

Energy scenario in India:
Primary energy consumption in India excluding the non-commercial energy sources like
wood and animal waste, the primary energy consumption in India was 285 Kg OE in 2007 as
against 5800KgOE in North America. Coal constitutes to be the most important source of energy
constituting more than 56% of the total energy consumption though there is a conscious shift
towards oil as alternate fuel. The overall demand for oil products increased form 74 MTPA in
2006 to 90mtpa in 2007, representing CARG of 5%. At current levels the estimated demand by
2009 is expected to be around 114mpta while the refining capacity would be around 155 MTPA.

Inadequate availability of geophysical data with the perception is that the blocks being
offered do not have the geo-potential for being developed in commercial fields.
1. The size of blocks offered is too small.
2. Time taken to award a contract runs in to several years.
3. Several post contract clearances are required to start the operations.
Exploration & production:

Increasing the competency of ONGC & OIL by empowering the Board of Directors to
diversify in to downstream, allowing them to market their own produce, providing level playing
field to all companies in biding for blocks, relinquishment etc and providing international price
for domestic crude produced by them.
Enhancement of domestic production through reserve accretion in India and abroad.
Acquisition and absorption of new technology for reserve accretion. Mobilization of
venture capital required for building national oil industry.
Simplifying procedures in awarding production-sharing contracts, provision of fiscal
incentives and rationalization of tariff structure.
Assignment of regulatory and monitory functions to Directorate General of
Hydrocarbons which shall be and Autonomous body.



SALIENT FEATURES OF NEW EXPLORATION LICENSING POLICY
(NELP), 1997:

International price to be paid for crude oil extracted from new wells to all companies
including ONGC & OIL.
On all new findings, cuss abolished and royalty made advalorem at 12.50% for inland
and 10% for offshore areas, for deep-water areas is beyond 400 meters depth, royalty will
be 5% for the first 7 years.
Tax holiday for 7 years commencement of commercial production from blocks in
Northeastern Region.
Total freedom to market crude in the domestic market.
Any company can bid directly without participation of ONGC or OIL as against the
earlier stipulation of mandatory participation of ONGC/OIL up to 14%
ONGC/OIL to compete with other companies for winning licensees.
FUTURE SCENARIO:

With the widening gap between demand and supply, both for oil and gas, the outlook for
the upstream sector is extremely positive; the decontrol of the sector would give more strength to
these companies to pursue their goals with greater vigour. In our opinion, natural gas could turn
out to be a dark horse for the E&P and distribution companies; The New Exploration Licensing
Policy has already given a thrust and direction to the reforms in the upstream sector, with virtual
decontrol of the sector for oil & gas explored and produced in new fields.

Natural Gas Demand (MMSCMD)
Year Demand
1999-2000 110
2001-2002 151
2006-2007 231
2011-2012 313
2024-2025 391



Business risk:

The uncertainties involved in finding commercial quantities & gas and the intensive
capital required for venturing into the business make E&O prone to great business risk. Tens of
millions of dollars may well have been spent with out discovering a viable oil & gas field. Given
this inherent risk in business where in puts can be determined and outputs are probable, the
successful ventures have to generate sufficient profits for the unsuccessful ones to keep the
business ongoing. An estimated US$ 50 mn may have to be spent over a period of 3 to 6
Years, before one realistically conclude whether the field is fit to be fully developed for
commercial exploitation. In order to counter this business risk, E7P companies are spreading
both horizontally and vertically. Horizontal risk spreading envisages acquisition of large acreage
in varied geological environments consisting, various categories of sedimentary basins. Vertical
risk spreading envisages farming-out participating interest to other oil companies in the oil field
owned by the other companies, Risk is thus spread widely.

Exploration and production sector in India:

Exploration activity started in India way back in 1866 in the northeastern state of Assam,
just seven years after drilling of the first oil well in Pennsylvania, USA. For about a century the
E&P activity was restricted to the northeastern part of the country and till early 1960s the total
crude production in India was only about 10,000 bpd. Burma oil was the only company engaged
in E&P. With the demand growing, the government recognized the need to explore hydrocarbon
resources and accordingly set up Oil & Natural Gas Commission in 1956, Burma oil was also
merged with Oil India Ltd, and this was however taken over by GOI in 1981. ONGC was
converted in to a public ltd company in 1993. ONGC and OIL enjoy the status of National Oil
Companies and have a duopoly with about 90% and 10% share respectively. The NOC market
their produce directly except natural gas, which is distributed through Gas Authority of India
Ltd.

Quality of crude produced in India:

The crude produced by ONGC in the Bombay offshore basin, typically about 38 API
with about 0.03% sulphur, is considered to be very light and sweet and comparable with
Nigerian light crude. The crude produced in the onshore fields typically is about 32 API with
about 0.20% sulphur and comparable with minas crude from Indonesia. In our opinion, the crude
produced in the Bombay high would trade at a premium to Saudi light/ Brent and other crude
would approximately equate with Brent prices, strictly from purity and specific gravity of point
of view.



ONGC VIDESH LTD:

ONGC Videsh Ltd is a wholly owned subsidiary of ONGC. It is the biggest Indian
multinational, with a committed overseas investment, with a committed overseas investment of
over USD 5 billion, involved in 25 Oil & Gas properties across 15 countries Vietnam, Sudan,
Russia, Iraq, Myanmar, Libya, Cuba , Brazil, Nigeria, JDA, Egypt, Qatar, Nigeria, Columbia and
Syria. It is the second largest E&P Company in India by reserves, second only to parent ONGC.
With a long term target of acquiring 60 mmtpa of equity oil and gas overseas by 2025, OVL is
currently working towards a goal of 20 mmtpa by 2010.


ONGC NILE GANGA BV:

ONGC Nile Ganga BV is a wholly-owned subsidiary of ONGC Videsh Ltd. Incorporated
in the Netherlands, it has a 25% participating Interest in the Greater Nile Oil Project in Sudan,
located in the Mug lad Basin, around 435 miles south west of the capital, Khartoum. It has
established over a billion barrels of Oil Reserves, with current production of 285,000 BOPD
from 10 fields. The other partners in the consortium are Chinas china National petroleum
Company with 405 PI and Malaysias Patrons with 30% participative interest. Intensive
exploratory efforts are going in Blocks 1A, 2A and 4 in order to establish additional reserves.


ONGC MITTAL ENERGY LTD:

ONGC Mittal Energy Services Ltd, headquartered at London, is a joint venture between
ONGC and the Mittal Investments Sarl that was formed with the same ownership structure as
that of OMEL, for cooperation in a variety of trading activities and shipping of Oil and Gas,
including Liquefied Natural Gas, sourced through ONGC Mittal Energy.



MANGALORE REFINERY & PETROCHEMICALS LTD:


MRPL is a State-of the-art, grass-root refinery at Mangalore and is subsidiary of ONGC.
The refinery has got a versatile design with high flexibility to process Crude of various API, with
a high degree of automation.
MRPL, with a design capacity to process 9.69 million metric tones per annum, has the
highest capacity utilization (125%) among all Indian refineries. It is the only refinery in India to
have 2 Hydro- crackers producing Premium Diesel. It is also the only refinery in India to have 2
Continuous Catalytic Regeneration Plat forming units producing Unleaded Petrol of High
Octane. It is also the first Indian refinery to produce Euro III and IV Motor Spirit and HSD (high
speed diesel).
The Refinery has been adjudged the most energy efficient Indian refinery, winning the
prestigious Jawaharlal Nehru Centenary Award for Energy Performance from the centre for High
Technology under the Ministry of petroleum & Natural Gas, for the third consecutive year.

MANGALORE PETROCHEMICALS LTD:

Mangalore Petrochemical Ltd, with 46% equity participation by ONGC, 3% by MRPL
and the balance 51% by banks financial institutions, will implement the Aromatics
Petrochemicals complex within the Mangalore SEZ in Karnataka, with an estimated investment
of Rs. 4852 core as a value-addition initiative to the Naphtha stream of MRPL, to be
commissioned around the end of 2010.

MANGALORE SEZ LTD:

ONGC is the anchor co-promoter of Mangalore SEZ Ltd., which has been incorporated
on 24
th
February 2006. ONGC holds 23% equity in this Special Purpose Vehicle, which has been
established to develop infrastructure for Marls project within the SEZ (special Economic Zone.

DAHEJ SEZ LTD:

ONGC is the co-promoter of Dahej SEZ ltd. With a 23% equity participation. DSL has been
incorporated with the objective of developing a special economic Zone at Dahej, Gujarat. A
petrochemical Complex involving dual fuel cracker polymer plant at a cost of RS 13,540 crore is
being set up, involving an equity investment of Rs.992 crore by ONGC.

ONGC PETRO ADDITION LTD:

The company the SPV of Dahej petrochemicals Complex, has been incorporated and
named as ONGC Petro-additions Ltd. It will have 26 equity participation of ONGC, 5% by
GSPC and the balance 69% by strategic investors and financial institutions. The mega
petrochemicals project, involving an estimated investment of Rs. 13600 crore, along with global
scale cracker and downstream polymer plants has been planned for fast-track implementation.
This will be commissioned around mid 2010, catalyzing significant economic development in
Western India and the rest of the country.


PETRNONET LNG LTD:

ONGC has a125% equity in Petro net LNG LTD, which has set up Indias first LNG
receiving and degasification terminal, at Dahej in Gujarat and is building another terminal at
Kochi in Kerala.

PERTRONNET MHB LTD:

ONGC holds 235equity in PMHBL, a product pipeline company linking MRPL to
Bangalore.




POWER PLANT AT TRIPURA:

ONGC is setting up a mega 2*370 MW advanced-class, combined cycle power plant at
palatana in Tripura. The Estimated Cost of this project is around Rs.2088 crore; this project will
be implemented by the end of 2009. The generated power will cater to the demand of the
Northeast and will also be transmitted to the northern Grid to feed demands in North India.

PAWANHANS HELICOPTERS LTD:

ONGC has 21.5% equity in PHHL, provides helicopter services, primarily to ONGC.
PHHL earned a net profit of Rs.37 crore in 2005-06.


RECOGNITIONS AND AWARDS

Global Rankings / Recognitions:

Ranked the No.1 E&P Company in the world and 20
th
amongst leading global energy
majors as per the Platts Top 250 Global Energy Company Ranking 2006.
Ranked 402
nd
in the Fortune Global 500 list for 2006, up from 454
th
last year, based on
Revenues; ONGC is ranked 115
th
in the new list, leading all Indian Cooperates.
Topped the list of six Indian companies figured in Business Weeks first annual ranking
of Asias 50 best-performing listed companies, drawn from a list of 625 Asia firms,
ONGC was ranked third among the 50 best Asian firms.
Ranked 158
th
amongst the worlds largest companies as per market capitalization on 31
st

March 2006 in the 10
th
annual Financial Times, Global 500 listing.
Leads the list of Indian corporate titans, in the Forbes Global 2000, with 256
th
ranking in
the list of 2000 business entities based on Sales, Profits, Assets and Market Valuation.
Sole Indian entry into the UNCTADs top 50, non financial Transnational Corporation
from developing countries ranked by foreign assets
Ranked 18
th
amongst 50 publicly traded global companies in the Oil & Gas industry
based on market capitalization and 15
th
amongst 27 listed integrated Oil & Gas
companies.
Conferred the Golden peacock Global Award for Corporate Governances during the
International Conference on Corporate Governance.
Topped the Business Today list of Most Valuable Companies in India for the second year
in a row. In the ranking, ONGC topped all three categories viz. Market Capitalization,
Net Profit and Net Worth.
Topped Business Indias Super 100 list of Indian Companies, based on a weighted
average of several parameters, including Market Capitalization, Profit after Tax, Net
Fixed Assets and Net Sales.
Ranked 11
th
in the Economic Times 500 ranking, with the highest Market Capitalization
and Net Profit, mainly due to lower P/E ratio and Return on Net Worth.
Ranked as the Most Respected Company in the PSU category in the 2006 Business world
Survey released in Business World Magazine


HUMAN RESOURCE DEVELOPMENT IN ONGC:
ONGC is a company with a global character. It believes, thinks and performs in line with
global best-in-breed practices. It encourages employees to think in sync with the world and prove
themselves by availing global opportunities.
In association with technical institutes of national international repute. ONGC has
sponsored a number of its employees to develop their competencies. The aim is to improve
professional excellence and develop all-round management skills at all levels. Some of these
initiatives are:
(i) UnnatiPrayas Scheme:

ONGC pioneered inhouse Engineering and Technology education programmers, under
which employees are conferred with B.Tech. Degree awarded by Punjab Technical University,
Jalandhar, in the fields of Mechanical, Electrical, Electronics & Communication and
Instrumentation Engineering. An additional course of Diploma in Electrical Engineering.
(ii) Super UnnatiPrayas Scheme:

Customized and exclusive MBA programmers and administered at the Indian Institute of
Foreign Trade, where employees are conferred MBA degree in International Business. ONGC
executives excelled and eight out of the first batch of twenty, surpassed the highest grade of the
topper of the regular batch, by achieving CGPA of more than 3.9 another MBA Programme is
conducted at MDI, Gurgaon.

(iii) ARCUBE:

A year back, ONGC initiated a comprehensive study to redefine the organization in order to
achieve world-class performance levels. The three Rs represent Roster, Roles and
Responsibilities. From the findings of this study, the following HR initiatives have been
identified and are under implementation.
1. Competency mapping in the core business areas of exploration
2. Rationalization of Cadres and Disciplines in line with the best global practices
3. Optimum manpower deployment in operational sited like Rigs and Production
installations.



Highlights of ONGC:

Indias Highest Market Capital Company
One of Worlds top 25 Oil companies
Highest ever dividend declared for 2005-06
It presence in 14 countries
It producing 1.27 Million barrels per day of Oil & gas
ONGC ties up with HMT and Indian Airlines
ONGC has become the first Indian corporate to touch Five digit Profits

AgraniSamman
The Management of Oil and Natural Gas Corporation Limited had introduced the
AgraniSamman Ex-gratia Benefit Scheme in recognition of valuable contribution made by
the pioneers to the cause of ONGC to mitigate their post-separation hardships. The Scheme is
available to eligible pre-15.10.1959 employees as well as to those eligible post-14.10.1959
employees who superannuated/died while in service prior to 1.4.1991 (in case of executives) and
16.11.1995 (in case of non-executives) and those post 14.10.1959 employees who voluntarily
retired prior to 1.4.1990.







PROFILE OF RAJAHMUNDRY ASSET


The Rajahmundry Asset was established during 1977-78 and is presently headed by Shri.
A.A. Khan, Executive Director. Rajahmundry Asset, erstwhile known as KG Project, is one of
the major work centers in Southern Region of ONGC. The area of operations in Andhra Pradesh
is spreading in East Godavari, West Godavari and Krishna Districts.

The following are the milestones of Rajahmundry Asset since its inception.

o Geological Surveys initiated in 1959
o Geophysical Surveys initiated in 1960
o First exploratory drilling commenced in the basin at Narasapur1 in 1979.
o First off shore well G-1 -1 drilled in 1980 at a water depth of 250 produced oil.
o Oil production and on land commercial production of gas started in 1988
o Oil production started from November 1987.
o Commenced Gas sales in February 1988.
o Deepest On land well: Bhavadevarapalli-1 (5001 m)
o Deepest Offshore well: GS-11-1 (4611 m)
o ISO-140001 awarded to Tatipaka Mini refinery in 2003
o Sagarsamridhi campaign started in 2004-05.











Resources of the Asset:

Currently, there are about 1452 employees are working in Rajahmundry Asset, East
Coast offshore Asset and KG-PG Basin. In Rajahmundry Asset there are about 18 Production
installations as under:




The following are the salient features of the Rajahmundry Asset:

Rajahmundry Asset is operating and handling production both in onshore as well as in
Offshore.
Rajahmundry Asset is the only Asset in ONGC that manages operations in both upstream
and downstream sector.
Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC, which is operating
in this Asset.

PRESENT PRODUCTIONS STATUS:

OIL PRODUCTION: 840 TONS/ day
GAS PRODUCTION: 4.15 MMCMD
Group Gathering Station 2
Gas Collecting Station 9
Extended Production Testing 7
Effluent Treatment Plant 2
Water Injection plant 1
Tatipaka Mini Refinery 1
On land Drilling Rigs: 7
Offshore Rigs: 7
VAP PRODUCTS: 270 TONS/DAY
A. Naphtha : 95 Tons/day
B. Kerosene oil : 35 tons/day
C. High speed Diesel : 65 tons/day
D. Low sulphur high stock: 75 tons/ day


Wings of the work center:

1. Administrative Office- Godavari Bhavan, Rajahmundry
2. Dowleshwaram Workshop (6Kms)
3. Narsapur sub-office (90 Kms)
4. Kakinada Offshore Supply Base (60 kms)
5. Vizag Liaison office (201 km)
6. Hyderabad Marketing Division (501 km)
7. Tatipaka Refinery (90 kms)
8. Field -7 Rigs and 19 Installations

Targets:

Over achieved assigned onshore production targets
Oil: 109%
Gas: 104%
VAP: 125%

Letter of Appreciation form C&MD for consistent performance
2008-09 Achieved Outstanding grade (113%) in performance contract
Reduced gas flaring from 20000 SCMD to 2000 SCMD
Oil reconciliation factor: 0.75 % against PC target of 0.9%
Commissioned first IOR scheme (water Injection) at Lingala Field
Average on land rig building time 7.19 days: Fastest in ONGC
E-1400-17 drilled highest number of wells in a year: 7 wells

SPECIAL INITIATIVES (FOR ENHANCING PRODUCTION):

Fast Track field development
Side Tracking of NF/Abandoned wells
Cluster Drilling for Field Development.


AWARDS
2004-Winner: Production mines
(Lowest accident free rate)
2005winner: production Mines
(Longest Accident free Period)
2006Runner: production Mines
(Lowest Injury frequency Rate)
2006Runner: Drilling Mines

National Safety Awards-2007

Winner: Drilling Mines
Runner: Production Mines

Greentech Awards for the year 2009

Safety Excellence Gold Award : Drilling Rig E-760-M
Safety Excellence Silver Award : Drilling Rig E-2000-3



Awards and Accolades:

Drilling mineof Rajahmundry Asset won the national safety winner award for the longest
accident free period.
First time in ONGC on land Drilling rig E-1400-17 of RJY Asset has won the prestigious
DIRECTOR TECHNICAL & QUALITY ASSURANCEaward for the year 2007-2000.
On land rig E-760-M has been awarded Greentech safety GOLD award for the year 2008
On land rig E-2000-1 has been awarded Greentech safety silver award for the year 2008
Acquired QHSE re- certification for all the seven on land rigs.



Infrastructure:
Drilling Installations:

TOTAL 7 NOS DEPARTMENTAL RIGS & 2 NOS OF CHARTERED HIRE RIGS
ARE WORKING IN RAJAHMUNDRY ASSET /KG BASIN.

Rig Name Started
Well
Target
depth
Distance from
Hq (KM)
E-760-M Kalpataru 29.11.1987 GMDG 1700 100
E-1400-16 Vashistha 15.07.1988 SUAE 3700 140
E-1400-17 Kamadhenu 18.11.1988 KVDS 1840 110
E-2000-1 Gauthami 04.04.1978 WRKAA 3400 130
E-1400-3 Godavari 24.11.1980 SMAAA 4800 130
BI-2000-2 Krishna 25.01.1986 PGAB 4800 60
F-6100-3 Kaveri 06.11.1987 ERAAA 2900 90

CHARTERED HIRE RIGS
SHIVANI-I MWAN 3000 50
SHIVANI-II RZDA 2600 100


HUMAN RESOURCE:
CLASS
1
CLASS
2
CLASS
3
CLASS
4
FIELD
OPERATORS
FIELD
EXECUTIVE
TOTAL
984 142 125 168 272 9
1700


WELLS DRILLED:
ONLAND OFFSHORE TOTAL
WELLS DRILLED 486 136 522
OIL WELLS 34 21 55
GAS WELLS 151 25 176
ONGC Rajahmundry Asset is situated in150 acres of land acquired by ONGC for the
purpose of office complex, residential accommodation, ONGC KV, Shopping Centre, Medical
Centre, sports complex in a lush green environment. It is full of trees with wide variety viz.
Mango, Cashew-nut, neem and other flower lawns.

ACCOMMODATION & OTHER AMENITIES
The Godavari Bhavan, the Office buildings on the NH-5 (Visakhapatnam Vijayawada
Highway) having 4 storied, which accommodated all the offices and controls the entire
operations of the Asset. It has 143 living quarters of D, C & B type.

The ONGC KendriyaVidyalaya, Rajahmundry, affiliated to CBSE, was started in the year 1994.
The Vidyalaya has classes from I to XII with Science Stream at the Plus-Two level. The
Vidyalaya provides opportunities to its students to participate in a variety of activities. The
Vidyalaya participates in Games & Sports, other activities organized locally and also at Inter
KendriyaVidyalaya level by the KendriyaVidyalayaSangathan. The activities include
Mathematics Olympiad, Green Olympiad, National Level Essay and Painting Competitions,
Adventure Activities, Educational Tours, Exhibitions, Scouting etc. The Vidyalaya has a well
stocked library of over 4400 books to inculcate regular reading habits. We subscribe to over 27
magazines and periodicals of educational and literary nature.

GOLFING: There is an 18 hole green golf course with lush green belt area scattered in 50
acres of land. The Godavari Golf Club allows all the persons of Golf lovers to play in its Gold
course.

CHILDREN PARK: There is also a beautiful and spacious Children Park inside sports
complex. Children enjoy the park in all evenings along with their parents.

GYMNASIUM: The existing gym has been renovated for the rejuvenation of employees with
state of the art equipment of internal standards. One can simply spend 30-45 minutes in the gym
for good health and wealth.

INDOOR GAMES: There is a well developed indoor shuttle badminton court, which is being
well utilized to its fullest capacity

OUTDOOR GAMES: Two lawn tennis courts, two basket ball courts, one football and
cricket ground, one skating rink for you and your children for the daily outing. This is in addition
to the sports ground available at KV School.


ONGC IN KRISHNA GODAVARI BASIN:

The planned exploration work of oil and gas by ONGC in the Southern part of India
started was way back in 1958. The geo-scientific surveys led to discovery of a major
petroliferous sedimentary basin, which is now famous as Krishna Godavari project covering an
area of 20,000 sq km on land in Andhra Pradesh and about 25000 sq km offshore. The gas was
discovered in the first well drilled in Narsapur field in 1978and in 1980 oil and gas were
discovered in the first well on G-1 structure in the Godavari offshore. After the start of
commercial gas supply to its first consumer M/s Delta Paper Mills in February 1988, the Krishna
Godavari Project has come up on the oil map of India with its headquarters at Rajahmundry in
the East Godavari District of Andhra Pradesh.



HR VISION:

To attain organizational excellence by developing and inspiring the true potential of
companys human capital and providing opportunities for growth, wellbeing and enrichment.


HR MISSION:

To create a value and knowledge based organization by including a culture of learning,
innovation & teamwork and aligning business priorities with aspiration of employees leading to
development of an empowered, responsive and competent human capital.

HR Objectives:

To develop and sustain core values.
To develop business leaders for tomorrow.
To provide job contentment through empowerment, accountability and responsibility.
To build and upgrade competencies through virtual learning, opportunities for growth and
providing challenges in the job.
To foster a climate of creativity, innovation and enthusiasm.
To enhance the quality of life of employees and their families.
Inculcate high understanding of service to a greater cause.

HR STRATEGY:

To meet challenging demands of the business environment focus of the HR strategy is on
change of the employees mindset.
Building quality culture and resources.
Re-engineering and redeployment for maximizing utilization of HR potential.
To build and upgrade competencies through virtual learning, opportunities for growth and
providing challenges in the job.
Re-strengthening mutual faith, trust and respect.
Inculcating a spirit of learning & enjoying challenges.
Developing human resource through virtual learning, providing opportunities for growth,
inculcating involvement and exposure to benchmarking in performance.
ROLE OF HR:

Alignment of HR vision with corporate vision.
Shift from support group to strategic partner in business operations.
HR as a change agent.
Enhance productivity and performance by developing employee competency and
potential.
Developing potential attitude and approach.
Developing Global Managers for tomorrow to ensure the role of global players.

HR AUDIT:

IR for enhancing efficiency and productivity.
Introducing the concepts of monitoring and knowledge management.
Conducting a climate survey to identify areas for OD interventions.

A MOTIVATED TEAM:

HR policies at ONGC revolve around the basic tenant of creating a highly motivated,
vibrant & self-driven team. The company cares for each & every employee and has in built
systems to recognize & reward them periodically.
Motivation plays an important role in the HR development. In order to keep its
employees motivated the company has incorporated schemes such as Reward and Recognition
scheme, Grievance handling scheme and Suggestion Scheme.

INCENTIVE SCHEMES TO ENHANCE PRODUCTIVITY:

Productivity honorarium scheme.
Job incentive
Quarterly incentive
Reserve Establishment Honorarium.
Roll out of succession planning model for identified key persons.
Group incentives for cohesion team working, with a view to enhance productivity.









CHAPTER 3







THEORITICAL FRAME WORK
INDUSTRIAL RELATIONS
Industrial relations is a multidisciplinary field that studies the employment relationship.
Industrial relations is increasingly being called employment relations or employee relations
because of the importance of non-industrial employment relationships. This move is sometimes
seen as further broadening of the human resource management trend.

Indeed, some authors now
define human resource management as synonymous with employee relations.

Other authors see
employee relations as dealing only with non-unionized workers, whereas labor relations is seen
as dealing with unionized workers. Industrial relations studies examine various employment
situations, not just ones with a unionized workforce. However, according to Bruce E. Kaufman
"To a large degree, most scholars regard trade unionism, collective bargaining and labor-
management relations, and the national labor policy and labor law within which they are
embedded, as the core subjects of the field.
CONCEPT OF INDUSTRIAL RELATIONS
Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by a union. Industrial
relations are basically the interactions between employers, employees and the government, and
the institutions and associations through which such interactions are mediated.

The term industrial relations has a broad as well as a narrow outlook. Originally, industrial
relations was broadly defined to include the relationships and interactions between employers
and employees. From this perspective, industrial relations covers all aspects of the employment
relationship, including human resource management, employee relations, and union-management
(or labor) relations. Now its meaning has become more specific and restricted. Accordingly,
industrial relations pertains to the study and practice of collective bargaining, trade unionism,
and labor-management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel practices and
policies of employers.
The relationships which arise at and out of the workplace generally include the relationships
between individual workers, the relationships between workers and their employer, the
relationships between employers, the relationships employers and workers have with the
organizations formed to promote their respective interests, and the relations between those
organizations, at all levels. Industrial relations also includes the processes through which these
relationships are expressed (such as, collective bargaining, workers participation in decision-
making, and grievance and dispute settlement), and the management of conflict between
employers, workers and trade unions, when it arises.
Industrial relations is used to denote the collective relationships between management and the
workers. Traditionally, the term industrial relations is used to cover such aspects of industrial life
as trade unionism, collective bargaining, workers participation in management, discipline and
grievance handling, industrial disputes and interpretation of labor laws and rules and code
ofconduct.

In the words of Lester, "Industrial relations involve attempts at arriving at solutions between the
conflicting objectives and values; between the profit motive and social gain; between discipline
and freedom, between authority and industrial democracy; between bargaining and co-operation;
and between conflicting interests of the individual, the group and the community.

The National Commission on Labor (NCL) also emphasize on the same concept. According to
NCL, industrial relations affect not merely the interests of the two participants- labor and
management, but also the economic and social goals to which the State addresses itself. To
regulate these relations in socially desirable channels is a function, which the State is in the best
position to perform.
In fact, industrial relation encompasses all such factors that influence behavior of people at
work. A few such important factors are below
Characters: It aims to study the role of workers unions and employers federations officials,
shop stewards, industrial relations officers/ manager, mediator/conciliators / arbitrator, judges of
labor court, tribunal etc.
Institution: It includes government, employers, trade unions, union federations or associations,
government bodies, labor courts, tribunals and other organizations which have direct or indirect
impact on the industrial relations systems.

Methods: Methods focus on collective bargaining, workers participation in the industrial
relations schemes, discipline procedure, grievance redressal machinery, dispute settlements
machinery working of closed shops, union reorganization, organizations of protests through
methods like revisions of existing rules, regulations, policies, procedures, hearing of labor courts,
tribunals etc
Contents: It includes matter pertaining to employment conditions like pay, hours of works, leave
with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc., laws
relating to such activities, regulations governing labor welfare, social security, industrial
relations, issues concerning with workers participation in management, collective bargaining,
etc.
HISTORY
Industrial relations has its roots in the industrial revolution which created the modern
employment relationship by spawning free labor markets and large-scale industrial organizations
with thousands of wage workers.

As society wrestled with these massive economic and social
changes, labor problems arose. Low wages, long working hours, monotonous and dangerous
work, and abusive supervisory practices led to high employee turnover, violent strikes, and the
threat of social instability. Intellectually, industrial relations was formed at the end of the 19th
century as a middle ground between classical economics and Marxism, with Sidney Webb and
Beatrice Webb's Industrial Democracy (1897) being the key intellectual work. Industrial
relations thus rejected the classical econ.
Institutionally, industrial relations was founded by John R. Commons when he created the first
academic industrial relations program at the University of Wisconsin in 1920. Early financial
support for the field came from John D. Rockefeller, Jr. who supported progressive labor-
management relations in the aftermath of the bloody strike at a Rockefeller-owned coal mine in
Colorado. In Britain, another progressive industrialist, Montague Burton, endowed chairs in
industrial relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was formalized
in the 1950s with the formation of the Oxford School by Allan Flanders and Hugh Clegg.
Industrial relations were formed with a strong problem-solving orientation that rejected both the
classical economists' laissez faire solutions to labor problems and the Marxist solution of class
revolution. It is this approach that underlies the New Deal legislation in the United States, such
as the National Labor Relations Act and the Fair Labor Standards Act.

FUNCTIONS OF INDUSTRIAL RELATIONS

Communication is to be established between workers and the management in order to
bridge the traditional gulf between the two.

To establish a rapport between managers and the managed.

To ensure creative contribution of trade unions to avoid industrial conflicts, to safeguard
the interests of workers on the one hand and the management on the other hand, to avoid
unhealthy, unethical atmosphere in an industry.

To lay down such considerations which may promote understanding, creativity and
cooperativeness to raise industrial productivity, to ensure better workers participation

CHARACTERISTICS OF INDUSTRIAL RELATIONS

Industrial Relations are outcome of employment relationship in an industrial enterprise.

Industrial Relations develop the skills and methods of adjusting to a cooperating with
each other.

Industrial relations system creates complex rules and regulations to maintain harmonious
relations

The government-involves to shape the industrial relations through laws, rules,
agreements, awards etc.,

The important factors of industrial relations are: employees and their organizations,
employer and their associations and government.

IMPORTANCE OF INDUSTRIAL RELATIONS:

Industrial Relations constitute one of the most delicate and complex problems of modern
industrial society. Industrial relations has become one of the vital aspects in todays industrial
system as the times have always been changing bringing a lot of change in working and living
conditions of people. Keeping pace with changing trends and tough competition with the world
outside has become the key factor. Many changes have occurred in just a few decades with the
advent of Industrial Revolution. The need for a more sophisticated industrial system should be
devised keeping employee and his needs in mind. The importance of employee relations can be
appreciated by observing the following aspects/changes:



With growing prosperity and rising wages, workers have gained better living conditions,
polished education, sophistication and generally greater mobility.

Career patterns have changed as growing proportions have been compelled to leave the
farms and become wage and salary earners under trying factory conditions.

Large number of men, women and children dwelling in urban areas under mass
ignorance are drenched in poverty possessing diverse conflicting ideologies. The working
organizations in which they are employed have become larger and shifted from
individual to corporate ownership.

There also exists status-dominated, secondary group-oriented, universalistic and aspirant-
sophisticated class in the urban areas.

Employees have their unions and employers their bargaining associations to give a tough
fight to each other and establish their powers.

The government has played a growing role in industrial relations, in part by becoming the
employer for millions of workers and in part by regulating working conditions in private
employment.

Rapid changes have taken place in the techniques and methods of production.
Technological advances have eliminated long established jobs and have created
opportunities that require different patterns of experience and education.

Non-fulfillment of many demands of the workers has brought industrial unrest. They are
the points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a clear
understanding about these is as interesting as it is a revealing experience. The creation and
maintenance of good relations between the workers and the management is the very basis on
which the development of an Industrial Democracy depends. It in turn seeks to gain cooperation
of the two partners in industry in the field of production and promotes industrial peace. The
healthy and orderly industrial relations in an enterprise generate attitudes that procreate progress
and stabilize democratic institutions. Stable industrial relations means a situation when
requirements of management and the work force are discussed between them in a spirit of
mutual trust and confidence and without causing friction. For example, the management would
like to develop
Stable relation with a view to getting a disciplined and conscientious workforce for more work.
This would reduce supervisory and administrative work as also enable better planning for future
production and expansion. The workforce, on the other hand, expects liberal thinking by
management and a more human approach to its need by giving stable relations. Stable
relationship is, therefore, means to an end and not an end in itself. The unions are also involved
in industrial relations. Through stability they obtain for the work force more benefits. The
Government would like stable relations to prevail both for better production and for easier law
and order.

THEORETICAL PERSPECTIVES
Industrial relations scholars have described three major theoretical perspectives or frameworks
that contrast in their understanding and analysis of workplace relations. The three views are
generally known as unitarism, pluralist and radical. Each offers a particular perception of
workplace relations and will therefore interpret such events as workplace conflict, the role of
unions and job regulation differently. The radical perspective is sometimes referred to as the
"conflict model", although this is somewhat ambiguous, as pluralism also tends to see conflict as
inherent in workplaces. Radical theories are strongly identified with Marxist theories, although
they are not limited to these.
Pluralist perspective
In pluralism, the organization is perceived as being made up of powerful and divergent sub-
groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In
particular, the two predominant sub-groups in the pluralist perspective are the management and
trade unions.
Consequently, the role of management would lean less towards enforcing and controlling and
more toward persuasion and co-ordination. Trade unions are deemed as legitimate
representatives of employees; conflict is dealt by collective bargaining and is viewed not
necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and
positive change.
Unitarist perspective
In unitarism, the organization is perceived as an integrated and harmonious whole with the ideal
of "one happy family", where management and other members of the staff all share a common
purpose, emphasizing mutual cooperation. Furthermore, unitarism has a paternalistic approach
where it demands loyalty of all employees, being predominantly managerial in its emphasis and
application.
Consequently, trade unions are deemed as unnecessary since the loyalty between employees and
organizations are considered mutually exclusive, where there can't be two sides of industry.
Conflict is gave the pathological result of agitators, interpersonal friction and communication
breakdown.
Marxist/Radical perspective
This view of industrial relations looks at the nature of the capitalist society, where there is a
fundamental division of interest between capital and labor, and sees workplace relations against
this background. This perspective sees inequalities of power and economic wealth as having their
roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and
trade unions are a natural response of workers to their exploitation by capital. Whilst there may
be periods of acquiescence, the Marxist view would be that institutions of joint regulation would
enhance rather than limit management's position as they presume the continuation of capitalism
rather than challenge it.
INDUSTRIAL RELATIONS TODAY
Industrial relations has become one of the most delicate and complex problems of modern
industrial society. Industrial progress is impossible without cooperation of labors and
harmonious relationships. Therefore, it is in the interest of all to create and maintain good
relations between employees (labor) and employers (management).By many accounts, industrial
relations today is in crisis. In academia, its traditional positions are threatened on one side by the
dominance of mainstream economics and organizational behavior, and on the other by
postmodernism. In policy-making circles, the industrial relations emphasis on institutional
intervention is trumped by a neoliberal emphasis on the laissez faire promotion of free markets.
In practice, labor unions are declining and fewer companies have industrial relations functions.
The number of academic programs in industrial relations is therefore shrinking, and scholars are
leaving the field for other areas, especially human resource management and organizational
behavior. The importance of work, however, is stronger than ever, and the lessons of industrial
relations remain vital. The challenge for industrial relations is to re-establish these connections
with the broader academic, policy, and business worlds.
INDUSTRIAL DISPUTES

An industrial dispute may be defined as a conflict or difference of opinion between
management and workers on the terms of employment. It is a disagreement between an
employer and employees representative; usually a trade union, over pay and other working
conditions and can result in industrial actions when an industrial dispute occurs, both the
parties, that is the management and workmen, try to pressurize each other. The management
may resort to lock outs while the workers may resort to strikes.
According to the Industrial disputes act, 1947, an Industrial dispute is defined as any dispute
or difference between employers and employers. Or between employers and workmen, or
between workmen and workmen, which is connected with the employment or non-
employment or the terms of employment or with the conditions of labor, of any person.

The definition includes all the aspects of dispute. It not only includes the disagreement
between employees and employers, but also emphasizes the difference of opinion between
worker and worker. The disputes generally arise on account of poor wage structure or poor
working conditions. This disagreement or difference could be on any matter concerning the
workers individually or collectively. It must be connected with employment or non-
employment or with the conditions of labor.

From the point of view of the employer an industrial dispute resulting in stoppage of work
means a stoppage of production. This results in increase in the average cost of production
since fixed expenses continue to be incurred. It also leads to a fall in sales and the rate of
turnover, leading to a fall in profits. The employer may also be liable to compensate his
customers with whom he may have contracted for regular supply. Apart from the immediate
economic effects, loss of prestige and credit, alienation of the labor force, and other non-
economic, psychological and social consequences may also arise. Loss due to destruction of
property, personal injury and physical intimidation or inconvenience also arises.

For the employee, an industrial dispute entails loss of income. The regular income by way of
wages and allowances ceases, and great hard ship may be caused to the worker and his
family. Employees also suffer from personal injury if they indulge into strikes and
psychological and physical consequences of forced idleness. The threat of loss of
employment in case of failure to settle the dispute advantageously, or the threat of reprisal
action by employers also exists.

Prolonged stoppages of work have also an adverse effect on the national productivity,
national income. They cause wastage of national resources. Hatred may be generated
resulting in political unrest and disrupting amicable social/industrial relations or community
attitudes.
COLLECTIVE BARGAINING PROCESS

Collective bargaining generally includes negotiations between the two parties (employees
representatives and employers representatives). Collective bargaining consists of
negotiations between an employer and a group of employees that determine the conditions
of employment. Often employees are represented in the bargaining by a union or other
labor organization. The result of collective bargaining procedure is called the collective
bargaining agreement (CBA). Collective agreements may be in the form of procedural
agreements or substantive agreements. Procedural agreements deal with the relationship
between workers and management and the procedures to be adopted for resolving
individual or group disputes.


This will normally include procedures in respect of individual grievances, disputes and
discipline. Frequently, procedural agreements are put into the company rule book which
provides information on the overall terms and conditions of employment and codes of
behavior. A substantive agreement deals with specific issues, such as basic pay, overtime
premiums, bonus arrangements, holiday entitlements, hours of work, etc. In many
companies, agreements have a fixed time scale and a collective bargaining process will
review the procedural agreement when negotiations take place on pay and conditions of
employment.

The collective bargaining process comprises of five core steps:
1. Prepare: This phase involves composition of a negotiation team. The negotiation team
should consist of representatives of both the parties with adequate knowledge and
skills for negotiation. In this phase both the employers representatives and the union
examine their own situation in order to develop the issues that they believe will be
most important. The first thing to be done is to determine whether there is actually
any reason to negotiate at all. A correct understanding of the main issues to be
covered and intimate knowledge of operations, working conditions, production norms
and other relevant conditions is required.

2. Discuss: Here, the parties decide the ground rules that will guide the negotiations. A
process well begun is half done and this is no less true in case of collective
bargaining. An environment of mutual trust and understanding is also created so that
the collective bargaining agreement would be reached.

3. Propose: This phase involves the initial opening statements and the possible
options that exist to resolve them. In a word, this phase could be described as
brainstorming. The exchange of messages takes place and opinion of both the
parties is sought.

4. Bargain: negotiations are easy if a problem solving attitude is adopted. This stage
comprises the time when what ifs and supposals are set forth and the drafting of
agreements take place.

5. Settlement: Once the parties are through with the bargaining process, a consensual
agreement is reached upon wherein both the parties agree to a common decision
regarding the problem or the issue. This stage is described as consisting of effective
joint implementation of the agreement through shared visions, strategic planning and
negotiated change.








EMPLOYEE WELFARE

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration. The
welfare measures need not be in monetary terms only but in any kind/forms. Employee
welfare includes monitoring of working conditions, creation of industrial harmony
through infrastructure for health, relations and insurance against disease, accident and
unemployment for workers and their families. Labor welfare entails all those activities
of employer which are directed towards providing the employees with certain facilities
and services in addition to wages or salaries.



Labor welfare has the following objectives:
1. To provide better life and health to the workers
2. To make the workers happy and satisfied
3. To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
The basic features of labor welfare measures are as follows:
1. Labor welfare includes various facilities, services and amenities provided to
workers for improving their health, efficiency, economic betterment and social
status.
2. Welfare measures are in addition to regular wages and other economic benefits
available to workers due to legal provisions and collective bargaining
3. Labor welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
4. Welfare measures may be introduced by the employers, government, employees or
by any social or charitable agency.
5. The purpose of labor welfare is to bring about the development of the whole
personality of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labor force for the organization. The purpose of providing such facilities is to
make their work life better and also to raise their standard of living. The important
benefits of welfare measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a
healthy work environment
Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take
active interest in their jobs and work with a feeling of involvement and
participation.
Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors such as substance abuse, etc are
reduced to a greater extent by the welfare policies.



































TRADE-UNIONS

A trade union is an organization of employees formed on a continuous basis for the
purpose of securing diverse range of benefits. It is a continuous association of wage
earners for the purpose of maintaining and improving the conditions of their working
lives.

The Trade Union Act 1926 defines a trade union as a combination, whether temporary
or permanent, formed primarily for the purpose of regulating the relations between
workmen and employers or between workmen and workmen, or between employers
and employers, or for imposing restrictive condition on the conduct of any trade or
business, and includes any federation of two or more trade unions.



This definition is very exhaustive as it includes associations of both the workers and
employers and the federations of their associations. Here, the relationships that have
been talked about are both temporary and permanent. This means it applies to
temporary workers (or contractual employees) as well. Then this definition, primarily,
talks about three relationships. They are the relationships between the:
workmen and workmen,
workmen and employers, and
Employers and employers.
Thus, a trade union can be seen as a group of employees in a particular sector, whose
aim is to negotiate with employers over pay, job security, working hours, etc, using
the collective power of its members. In general, a union is there to represent the
interests of its members, and may even engage in political activity where legislation
affects their members. Trade unions are voluntary associations formed for the pursuit
of protecting the common interests of its members and also promote welfare. They
protect the economic, political and social interests of their members.
Features of trade unions:
1. It is an association either of employers or employees or of independent
workers. They may consist of :-
o Employers association (e.g., Employers Federation of India, Indian
paper mill association, etc.)
o General labor unions
o Friendly societies
o Unions of intellectual labor (e.g., All India Teachers Association)

2. It is formed on a continuous basis. It is a permanent body and not a casual or
temporary one. They persist throughout the year.

3. It is formed to protect and promote all kinds of interests economic, political
and social-of its members. The dominant interest with which a union is
concerned is, however, economic.

4. It achieves its objectives through collective action and group effort.
Negotiations and collective bargaining are the tools for accomplishing
objectives.

5. Trade unions have shown remarkable progress since their inception; moreover,
the character of trade unions has also been changing. In spite of only focusing
on the economic benefits of workers, the trade unions are also working towards
raising the status of labors as a part of industry.











GRIEVANCE HANDLING

Grievance may be defined as any discontent or dissatisfaction with any aspect of the organization.
When a complaint remains unattended and the employee concerned feels lack of justice and fair play,
then the dissatisfaction grows and assumes a status of grievance. Therefore it is important that
dissatisfaction be given an outlet. For this management should be concerned with grievance
management. Grievance management entails the way in which the manager deals with the grievances
in his or her service. Consequently, effective grievance management can contribute to effective
working relationships in organizations.

Grievance management indicates potential problems within the workforce and with out it
management may be unable to respond to employee concerns because managers are unaware of them.

According to Dale Yoder, Grievance is a written complaint filed by an employee and claiming unfair
treatment.

In a trade union, a grievance is a complaint filed by an employee which may be resolved by
procedures provided for in a collective agreement or by mechanisms established by an employer.
Such a grievance may arise from a violation of the collective agreement or violations of the law, such
as workplace safety regulations. All employees have the contractual right to raise a grievance, and
there is a statutory Code of Practice for handling grievances.
Ordinarily, unionized workers must ask their operations managers for time during work hours to meet
with a shop steward in order to discuss the problem, which may or may not result in a grievance. If
the grievance cannot be resolved through negotiation between labor and
management, mediation, arbitration or legal remedies may be employed. Typically, everyone
involved with a grievance has strict time lines which must be met in the processing of this formal
complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he
or she has filed a grievance or not. The difference between a grievance and a complaint, in the
unionized workplace, is whether the subject matter relates to the collective bargaining agreement.
A serious grievance may lead to a strike action.








INDUSTRIAL RELATIONS AT ONGC






IR VISION




HARMONIOUS INDUSTRIAL RELATIONS SCENARIO IN THE CORPORATION BASED ON
MUTUAL TRUST, CONFIDENCE, COOPERATION, COLLABORATION AND PARTICIPATION OF
COLLECTIVES.









IR MISSION



TO STRENGTHEN BIPARTISM / JOINT NEGOTIATING MACHINERY, GRIEVANCE REDRESSAL
SYSTEM, PARTICIPATIVE MANAGEMENT, MONITORING OF IMPLEMENTATION OF JOINT
DECISIONS TO PREVENT MANDAYS LOSS DUE TO INDUSTRIAL ACTION.
























OBJECTIVES


- TO PURSUE A POSITIVE AND PROACTIVE APPROACH IN INDUSTRIAL RELATIONS.


- TO ASSIST MANAGEMENT IN FORMULATING INDUSTRIAL RELATIONS POLICY /
STRATEGY, WHEREVER REQUIRED, FOR DEALING WITH IR RELATED ISSUES.

- TO STRENGTHEN BIPARTISM, FORUMS OF PARTICIPATIVE MANAGEMENT, GRIEVANCE
MANAGEMENT SYSTEM.

- TO ANALYSE / SCRUTINISE ISSUES BASED ON THE POLICY, PRECEDENCE, RULES AND
PROVISIONS OF THE LABOUR LAWS, WHEREVER REFERRED TO.

- TO FOSTER A CULTURE OF COLLABORATION AND INTERACTION WITHIN THE
DEPARTMENT, WITH THE ASSOCIATION/UNIONS, TO SMOOTHEN THE CHANNELS OF
COMMUNICATION AND TO ENRICH MUTUAL UNDERSTANDING.

- TO PROVIDE PROMPT AND QUALITY-ADVICE TO THE VARIOUS GROUPS ON ISSUES
THAT INVOLVE THE CONCEPT OF LABOUR LAWS OR HAVE IMPACT ON INDUSTRIAL
RELATIONS SCENARIO.

- TO CREATE AND MAINTAIN DATA-BASE REGARDING VARIOUS ACTIVITIES OF IR
DEPARTMENT.

- TO PROMOTE INDUSTRIAL PEACE AND HARMONY THROUGH FOLLOW-UP OF THE
IMPLEMENTATION OF AGREEMENTS/ SETTLEMENTS, DECISION TAKEN IN COURSE OF
MEETINGS WITH ASSOCIATION/UNIONS, IDENTIFY OUTSTANDING ISSUES AND
CONTRIBUTE TO THEIR RESOLUTION, FORMULATE STRATEGY TO DEAL WITH
SITUATION OF INDUSTRIAL ACTION.

- TO IMPRESS UPON THE GROUPS, WORK-CENTRES, DEPARTMENTS TO RATIONALISE
DEPENDENCE ON THE CONTRACT LABOUR, ADHERING TO THE STATUTORY
PROVISIONS, CIRCULARS AND INSTRUCTIONS ISSUED FROM TIME TO TIME.

- TO STRENGTHEN LIAISON WITH THE AUTHORITIES OF LABOUR DEPARTMENT AT
LOCAL/ALL INDIA LEVEL AND ALSO WITH IR EXECUTIVES OF OTHER OIL SECTOR PSUs.




IR SET UP AND ITS ROLE IN ONGC.

In order to achieve the organizational objective, it is necessary to maintain harmonious and congenial industrial
relations in an organization. Maintenance of such relations is a complex process, which mainly depends on the
dynamic policy and practices pursued by all concerned, who strive to achieve the organizational objectives.

In many organizations there is no separate set up of Industrial Relations and the P&A officers discharge the
functions of Industrial Relations by providing professional support to the Line Managers.

ONGC is a multi-location and multi-disciplinary organization, also having multiplicity of unions with the
scenario of inter and intra union rivalries. In addition, there is also a provision for lateral shifting of executives
in HR discipline from other disciplines, who require professional support of IR officers. Further, the Industrial
Relations scenario is changing which requires a dynamic IR Policy.

In view of the facts stated above, ONGC has a separate Industrial Relations set up, as one of allied services of
HR discipline. It provides professional support to In charge HR/ER in the work centers for prevention and
settlement of industrial disputes. At HQ, IR Department (Corporate IR) is reporting to Chief, ER, creating an
environment of mutual trust, cooperation, faith and participation between management and the
Unions/Association.
ROLE OF IR DISCIPLINE IN ONGC

Industrial Relations issues arise mainly because of decisions taken, not taken or wrongly taken by the HR and
the Line Managers. Sometimes such IR issues are also due to either inter and intra-union rivalries or some
extraneous considerations. Industrial Relations basically relate to bipartite relations of unions and the
Management, matters governing such relations by statutes or any other matter related to various labour laws.

Industrial Relations function is basically a service function which provides professional support not only to the
Line Managers, but also to various departments of HR/ER. The functions of Industrial Relations are not
quantifiable. However, it is reflected in the shape of harmony, effective handling of issues and the manner in
which bipartite meetings take place and also the handling of industrial disputes at the forum of conciliation and
adjudication. The quality of performance depends on the professional knowledge, skill and attitude of the
executives and staff who perform this sensitive function and also the quality to introspect and appreciate the
views of others. In the above context, the role of IR executives at the Corporate level and at Work centre level
can be broadly described as under:-


Role of IR Executives at Corporate Level:


1. To provide professional assistance in formulating and implementing systems and practices;


2. To organize meetings with ASTO and recognized Unions/Associations, formulate agenda, draw minutes,
draft settlement and agreement and prepare status of implementation from time to time;

3. To forward issues to concerned departments raised by ASTO & Unions for comments, necessary action;


4. To deal with all matters relating to intra-union/Association (ASTO) rivalries;


5. To interact with Association, Unions and deal with matters related thereto;


6. To deal with matters relating to recognition of unions;


7. To strengthen the forums of bipartism, participative management and grievance redressal machinery.


8. To deal with all forms of industrial actions such as notice of direct action/strike with the authorities under
ID Act and also in the court of law;

9. To give feedback on IR Scenario and outstanding issues to the competent authority from time to time;


10. To obtain Notification under ID Act from the Ministry of Labor, declaring service in any Oil field to be a
Public Utility Service;

11. To maintain liaison with authorities under Industrial Disputes Act, 1947;


12. To provide advice/assistance to concerned departments in preparing comments/replies on issues before
conciliation, adjudication, contract labor and contingent labor etc.;

13. To vet the clauses of contracts regarding Labor Laws;


14. To furnish comments for reply to Ministry of Labor through Administrative Ministry on proposals for
reference of industrial disputes to Industrial Tribunal and also to prepare suggestions of ONGC on
proposed amendment of labor laws, Bills, functioning of participative forums etc.;

15. To provide advice to concerned departments for implementation of labor laws, Govt. guidelines and
executive instructions regarding labor laws;

16. To provide advice/suggestions on IR issues and labor laws;


17. Actions on issues relating to IR, if any, in MOU signed with the Govt. by ONGC;


18. To provide guidance to work centers on IR related issues, as and when required;


19. To draw up draft settlements and agreements with the labor unions;


20. To examine issues referred by work centers to Director(HR)/ED-Chief, ER raised under various labour
laws;

21. To send periodic reports including the strike and labor situation reports to the authorities at HQ and the
authorities under the ID Act;

22. To compile and send Quarterly Compliance Report on Legal Compliance and Disclosure on issues of
Corporate Governance to the Company Secretary;

23. To prepare and put up replies to VIP references and Parliament Questions involving IR related matters
from time to time;

24. To create data base at Corporate level on various indices relating to Industrial Relations.


Role of IR Executives at Work centre Level:


To directly report and assist In charge HR/ER, who will be overall accountable for discharge of the following
Matters:-


1. To assist in dealing with matters relating to recognition of unions, industrial actions, inter & intra-union
rivalries, timely information regarding apprehended strike/dispute to Director(HR)/Chief, ER/Corporate IR,
indicating the action being taken and also the developments from time to time.

2. To organize meetings with ASTO and recognized unions/associations, formulate agenda, draw minutes,
forward the same to concerned authorities, as per provisions under Joint Negotiating Machinery, seek
direction of Key Executives as and when required to resolve the issues, and send report to HQ.

3. To establish contacts with trade unions/employees and management and hold consultations with local
management and workers.

4. To bring to the notice of the management the grievances of workers, individual as well as collective, with a
view to securing their expeditious redressal.

5. To study and understand the point of view of labor in order to help the management to shape and formulate
Labor Policies and to interpret these policies to the workers in a language they can understand.

6. To watch Industrial Relations with a view to using his influence in the event of a dispute arising between
the management and workers.

7. To exercise a restraining influence over workers going on strikes, to the extent possible.


8. To ensure fulfillment on the part of the management, of the obligations, statutory or otherwise, concerning
the application of provisions of all applicable labor laws and implementation of decisions.

9. To have liaison with the authorities under labor laws.


10. To encourage the formation of Works Committees and perform specific assignment laid down under GMS
and Scheme of Employees Participation in Management.

11. To apprise the Key Executives of any development regarding industrial relations, seek their advice so as to
take prompt action on deterioration of industrial relations.

12. To examine and provide comments on matters under various applicable labor laws.


13. To help the work centre to deal with industrial disputes and resolution of disputes at
conciliation/adjudication and before any other authorities under labor laws.

14. To create data base on all identified IR indices and provide such information in time to Corporate IR.


15. To aid and advise the concerned departments to send returns & reports under various labor laws and obtain
compliance.

16. To send the periodical reports including the strike and labor situation report to the authorities at HQ and the
authorities under ID Act.

17. To send the statutory reports and other reports in time to the Govt. of India.






























POLICY OF RECOGNITION OF UNIONS IN ONGC

The recognition of trade unions in ONGC is done under the provisions of the Code of Discipline, adopted by the
Central Employers and Workers Organizations, in pursuance of the suggestions in Indian Labor Conference,
w.e.f. June 1, 1958. The Code of Discipline has played significant role for maintaining harmonious industrial
relations in ONGC.

ONGC confers recognition to the union, commanding majority, on the basis of verification of membership
through the process of secret ballot conducted by Central Industrial Relations Machinery (CIRM) of the
Ministry of Labor, Govt. of India. It was started in 1995, but subsequently after 1997, it was institutionalized.

Prior to 1995, recognition was done through verification of membership by CIRM, which was a cumbersome
process, at times leading to litigations and considerable delay. As a result, the unions continued to be recognized
for years. In the meantime, some recognized unions, with whom the management negotiated and bargained, had
lost their majority character. In such case, in some work centers even if an agreement was arrived at with the
recognized union, the other union raised industrial dispute as it was not acceptable to the majority of
workmen/employees of the concerned work centre. As a result, industrial peace was also threatened because of
demonstration, dharna etc.

Prior to 1982, ONGC conferred recognition to a union on project level. However, with the growth of activities
leading to increase in the number of projects, a policy was adopted for conferring recognition at the Regional
level to keep the number of recognized unions within reasonable limit. However, consequent upon
implementation of CRC, the regional concept was not relevant and the concept of
Asset/Basin/Institute/Plant/Office was introduced. Therefore, the policy of recognition of unions had to be
tuned in the manner in which, the number of recognized unions remains within reasonable limit. As a result, the
recognition policy was tuned, conferring recognition to a union which emerged as majority union for different
identified work centers, mentioning the name of the work centre in which the union had emerged with
majority. In pursuance of such policy, the number of recognized unions was kept under reasonable limit. At
present, ONGC Purbanchal Employees Association is recognized for Nazira/Sivasagar and also Jorhat where
the secret ballot was held separately. Similarly, in Western Sector, ONGC Employees Mazdoor Sabha is
recognized for Baroda, Ahmedabad, Mehsana, Cambay and Jodhpur, though the secret ballot was held for
different work centres, separately. However, ONGC Employees Association (INTUC) emerged as majority
union at Ankleshwar and as such the said union was recognized for Ankleshwar. Thus, in different work centres
of Western Sector, only two unions were recognized.

In view of the above, in place of regional recognition, the concept of sector-wise recognition continues. The
existing constituencies for recognition of unions, are as under:

Sector Constituencies for recognition


Mumbai Sector
The constituency of recognition is one which includes Mumbai, Hazira & Uran



Southern Sector
The constituency of recognition is one which includes Chennai, Karaikal and


Rajahmundry.

Central Sector
The constituencies of recognition are :


(i) Kolkata

(ii) Agartala

Eastern Sector
The constituencies of recognition are :


(i) Nazira/Sivasagar & Jorhat

(ii) Silchar

Western Sector
The constituencies of recognition are :


(i) Ahmedabad

(ii) Ankleshwar

(iii) Baroda, Mehsana, Cambay & Jodhpur

HQ
The constituency of recognition is Dehradun.




The above constituencies will continue at present. However, it is suggested to go for recognition of one union in
each sector.

If one union is declared as majority union in more than one constituency, based on secret ballot, the same union
will be recognized as majority union for such constituency.

The need of the hour, in the wake of changing economic scenario of liberalization, privatization and
competition, is to eschew conflict and usher in an era of cooperation between management and the unions for
achieving targets, reduction of cost, improving quality of products etc. The rivalry of unions leads to industrial
unrest, which affects smooth functioning of an establishment and ultimately its production. Such rivalry has to
be prevented through appropriate policy particularly of recognition. If the verification of strength of unions is
held periodically by an independent agency, the union behaves as per their strength and cannot challenge the
majority union by resorting to tactics of de-establishing the recognized union, which commands majority. It was
therefore, decided to have a policy of recognition which can be done periodically. After great persuasion, the
recognized unions principally agreed in the meeting held with their Presidents and General Secretaries on
13.7.96, to introduce the policy of verification for ascertaining the majority character of union through secret
ballot. While doing so, the unions requested the management to have its own policy for recognition through
secret ballot, having provision for recognition for 3 years instead of 2 years, as provided in the Code of
Discipline.

The Code of Discipline is not mandatory. An establishment can have its own Recognition Policy. Accordingly,


a comprehensive draft Policy for recognition through secret ballot, based on the instructions of CLC(C) in this
regard, was made and presented in the JCM held on 14-15 November, 1995 at New Delhi. As mentioned in the
draft policy, recognition to a union has to be for 3 years, whereas the advice of the Ministry of Labour is to
confer recognition for 2 years. In order to implement the policy of ONGC for recognition to unions for 3 years,
the issue was discussed with CLC(C) under whose instruction, the secret ballot is conducted. He was of the
opinion that it is not obligatory on the part of an establishment to get the secret ballot conducted through CIRM
and the establishment can conduct secret ballot by own arrangement, have its own policy and confer recognition
for 3 years.

In ONGC, the secret ballot has so far been conducted by CIRM of Ministry of Labor and recognition has been
conferred to the majority union after getting letter from the Ministry of Labor. The practice followed so far, has
not led to any litigation. In fact this has helped in inculcating confidence among the unions regarding
impartiality and acceptance of the system of secret ballot for ascertaining the relative strength of the unions.

If ONGC wants to conduct secret ballot through CIRM, the same has to be in accordance with the instructions
of CLC(C) in this regard and not in accordance with ONGCs Policy. It is clarified that ONGCs policy is also
in line with CLC(C)s instructions. Therefore, the verification of relative strength of unions will continue to be
held as per instructions of CLC(C). However, the period of 2 years will be extended by one year to a recognized
union, following due procedure after circulation of this Manual. There is no statutory restriction against
extension of such period and the status of the majority character of the union can only be changed when the
process of secret ballot is conducted and the other union is identified as majority union.

ONGCs policy has been incorporated in the Manual, as the same was prepared and approved in principle by
the unions, which has stipulation of 3 years recognition. The Memorandum on the subject issued by the Chief
Labor Commissioner vide instruction No. 85/80 dated 18.12.80 has also been given in this Chapter for reference
and compliance by the work centers.

The adoption of the process of Secret Ballot, for ascertaining the majority character of a union before conferring
/ changing the recognition to a union is now the policy of ONGC. The guidelines issued by the Corporate IR
in this connection in December, 1998 have also been incorporated in this Chapter.












CODE OF DISCIPLINE




OBJECTIVES OF THE CODE OF DISCIPLINE

The Code has been aimed at establishing cordial relations between management and workers on a voluntary
basis, to facilitate harmony and to put an end to industrial unrest. The objectives, as stated in the Code, are:

i) to emphasize upon the employers and employees to recognize each others rights and obligations;

ii) to promote constructive cooperation between the parties concerned at all levels;

iii) to secure settlement of disputes and grievances by mutual negotiation, conciliation and voluntary
arbitration;

iv) to eliminate all forms of coercion, intimidation and violence in industrial relations;

v) to avoid work stoppages;

vi) to facilitate the free growth of trade unions; and

vii) to maintain discipline in industry.


The Code is a comprehensive formulation providing for almost all the functions of an industrial relations system
as would be clear from the actual wordings of the Code reproduced below:


I. To Maintain Discipline in Industry (both in public and private sector)

There has to be a just recognition by employers and workers of the rights and responsibilities of either party, as
defined by the laws and agreements (including bipartite and tripartite agreements arrived at all levels from time
to time); and a proper and willing discharge by either party of its obligation consequent on such recognition.

The Central and State Governments, on their part, will arrange to examine and set right any shortcomings in the
machinery they constitute for the administration of labor laws.


II. To Ensure Better Discipline in Industry, Management and Union(s) Agree

(i) that no unilateral action should be taken in connection with any industrial matter and that disputes
should be settled at appropriate level;

(ii) that the existing machinery for settlement of disputes should be utilized with the utmost expedition;

(iii) that there should be no strike or lock-out without notice;

(iv) that affirming their faith, in democratic principles, they bind themselves to settle all future differences,
disputes and grievances by mutual negotiation, conciliation and voluntary arbitration;

that neither will have recourse to (a) coercion, (b) intimidation, (c) victimization, and (d) go-slow;

that they will avoid (a) litigation, (b) sit-down and stay-in-strikes, and (c) lock-outs;

that they will promote constructive cooperation between their representatives at all levels and as
between workers themselves and abide by the spirit of agreements mutually entered into;

that they will establish upon a mutually agreed basis a Grievance Procedure which will ensure a speedy
and full investigation leading to settlement;

that they will abide by various stages in the Grievance Procedure and take no arbitrary action which
would bypass this procedure; and

that they will educate the management personnel and workers regarding their obligations to each other.


Management Agrees

not to increase work-loads unless agreed upon or settled otherwise;

not to support or encourage any unfair labor practice such as : (a) interference with the right of
employees to enroll or continue as union members; (b) discrimination, restraint or coercion against any
employee because of recognized activity of trade unions; and (c) victimization of any employee and
abuse of authority in any form;

to take prompt action for (a) settlement of grievance, and (b) implementation of settlements, awards,
decisions and orders;

to display in conspicuous places in the undertaking the provision of this Code in local language(s);

to distinguish between actions justifying immediate discharge and those where discharge must be
preceded by a warning, reprimand, suspension or some other form of disciplinary action and to arrange
that all such disciplinary action should be subject to an appeal through normal Grievance Procedure;

to take appropriate disciplinary action against its officers and members in cases where inquiries reveal
that they were responsible for precipitated action by workers leading to indiscipline; and

to recognize the union in accordance with the criteria (Annexure A given below) evolved at the 16
th

session of the Indian Labor Conference held in May, 1958.


IV. Union(s) Agree

(i) not to encourage any form of physical duress;

(ii) not to permit demonstrations which are not peaceful and not to permit rowdyism in demonstration;

(iii) that their members will not engage or cause other employees to engage in any union activity during
working hours, unless as provided for by law, agreement or practice;

(iv) to discourage unfair labor practices such as : (a) negligence of duty, (b) careless operation, (c) damage
to property, (d) interference with or disturbance to normal work, and (e) insubordination;

(v) to take prompt action to implement awards, agreements, settlements and decisions;

(vi) to display in conspicuous places in the union offices, the provision of this Code in the local language
(s); and

(vii) to express disapproval and to take appropriate action against office bearers and members for indulging
in action against the spirit of this Code.

The Code does not have any legal sanction but the following moral sanctions are behind it:


(1) The Central Employers and Workers Organization shall take the following steps against their
constituent units, guilty of breaches of Code :

(a) to ask the unit to explain the infringement of the Code;

(b) to give notice to the unit to set right the infringement within a specific period;

(c) to warn, and in case of a more serious nature to censure the unit concerned for its actions
constituting infringement;

(d) to disaffiliate the unit from its membership in case of persistent violation of the Code; and

(e) not to give countenance, in any manner, to non-members who did not observe the Code


(2) Grave, willful and persistent breaches of the Code by any party should be widely publicized.


(3) Failure to observe the Code would entail de-recognition normally for a period of one year. (This period
may be increased or decreased by the Implementing Committee concerned).

(4) A dispute may not ordinarily be referred for adjudication if there is a strike or lockout without proper
notice or in breach of the Code as determined by an Implementation Machinery unless such strike or
lockout as the case may be called off




















GRIEVANCE MANAGEMENT SYSTEM


1. OBJECTIVE


The objective of the Grievance Management System is to provide easily accessible machinery to the employees
of the Corporation for redressal of their grievances so as to have increased satisfaction on the job which may
result in improved productivity and efficiency of the organization.

2. APPLICABILITY


All regular employees working in the Corporation.

3. SCOPE


A grievance for the purpose of this Grievance Management System would only mean a complaint of an
individual employee for not getting any benefit because of non-implementation of Company policies, rules,
regulations, managements decisions.

It includes matters relating to wages/salary, leave, promotion increment, transfer, seniority, work assignment,
working conditions, interpretation of service rules etc. but shall not relate to:


(A) Disciplinary action taken under the Conduct, Discipline and Appeal Rules of the Corporation;
(B) General issues requiring policy decision in respect of pay scales, dearness allowance, fringe benefits,
etc;
(C) Performance Appraisal Report;
(D) An issue of grievance of general applicability or of considerable magnitude or raised collectively by the
employees;
(E) Past employees of the Commission / Corporation;
(F) Promotion to the post of E5 level & above;
(G) Training either in India or abroad;
(H) Cases where the prescribed procedure of GMS has been invoked once.

The channels under this system may be availed of by an employee when the occasion for complaint actually
arises, leading to a grievance. Such complaint or grievance may be raised by an employee under GMS within
90 working days from the date such grievance was caused.


4. CHANNELS OF GMS

The Grievance Management System consists of structured formal channels as follows:-

i) Reporting Authority of the individual.

ii) Head of the Department

iii) Key Executive.

If not resolved hence after, the case could be taken to an Appeals Committee by the aggrieved party.


Chief ER would examine the case received from Key Executive and put up his recommendations to
Director (HR) or Appeals Committee. The grievance transparent for making decision as per policy/laid down
rules will be put up to Director(HR) and grievance not transparent for making the decision as per policy/laid
down rules and need interaction will be referred to Chairman Appeals Committee with recommendations by the
GGM-Chief ER for their decision.

The Secretary/Executive Officer of the Appeals Committee will put up all details/comments of Key
Executive, concerned sectional head at Dehradun to GGM-Chief ER for his recommendations/decision. The
total time for this function including examination/recommendation of Chief ER will be 45 working days from
the receipt of application of individual for Appeals Committee.

4.1 CHANNEL-I REPORTING AUTHORITY THE INDIVIDUAL.

The aggrieved employee shall take up his grievance with the Reporting Authority of the individual in writing in
duplicate in the prescribed proforma annexed herewith (Annexure-I) to be, available in HR/ER Department of
the work centre. One copy of this will be retained by the Reporting Authority of the individual and duplicate
copy will be endorsed to concerned establishment for verification of facts/records and comments.

The Reporting Authority will examine the grievance and take decision within his purview as per Policy, Rules
of the organization and convey decision to the aggrieved employee within seven working days from the date of
receipt of the grievance.

4.2 CHANNEL-II HEAD OF THE DEPARTMENT.


- An employee who is aggrieved shall take up his grievance with his Head of Department as a written grievance
in duplicate proforma annexed herewith (Annexure-I) available in HR/ER Department. One copy will be
retained by the Head of Department and the duplicate copy will be endorsed by him to the concerned
Establishment Section for verification of facts and comments.

- The concerned Personnel Executive will verify the facts and record his comments within 3 working days and
submit the same to the Head of Department.


- A decision will be conveyed to the aggrieved employee by the Head of Department within 15 working days
from the date of receipt of Grievance by the Head of the Department in writing.


- Head of the Department will be the Authority at this stage to settle grievances within the existing policy,
Rules, decisions by their proper/correct interpretation and implementation.

- An employee, who feels aggrieved on any issue as mentioned below, may raise grievance before his/her Head
of the Department in the prescribed proforma annexed herewith:

Leave matters
Overtime matters
Working conditions
Kits, liveries etc.
Perceived discrimination in treatment within the Department.
Any other matter within his powers.

- Grievance other than the above will be forwarded by the Head of Department to the Key Executive with his
comments, if any, within seven working days from the date of its receipt.
- The decision on the grievance at this Channel will be communicated to the aggrieved employee within
15 days.


4.3 CHANNEL-III - KEY EXECUTIVE.


- If an aggrieved employee is not satisfied with the decision of the Head of Department or does not get a reply
within 15 days, he may raise his grievance at Channel- III i.e. Key Executive, in the prescribed proforma
annexed herewith (Annexure-II) to be available in HR/ER Department through proper channel to the Key
Executive of the work centre, with an advance copy to In charge HR/ER of the work centre clearly stating the
reasons for which he is not satisfied with the decision, if taken at Channel-II.

- Grievance received by the Key Executive shall be examined / heard and decision conveyed to aggrieved
employee within 45 working days from the date of its receipt of grievance by the Key Executive/In charge
HR/ER of the work centre.


- If the request of the employee is acceded to, a copy of the decision will be sent to the concerned HR Executive
for its speedy implementation within 15 working days from the date of decision by the Key Executive.

An aggrieved employee may present his case in person and/or with the assistance of any other employee
in the service of the Corporation for this purpose. However, if the Key Executive is of the opinion, on the basis
of the documents so submitted by the employee that there is no need for hearing, the Key Executive may arrive
at the decision without hearing. In case the Key Executive is of the considered opinion that hearing is required
an aggrieved employee will get prior information at least 7 working days in advance regarding hearing of his
grievance by the Key Executive.

-The aggrieved employee and the other employee whose assistance is sought would obtain prior permission
from his supervisor for appearing before the Key Executive.


The following grievances will be settled at the level of the Key Executive.


Perceived discrimination in treatment e.g. promotion, pay fixation, seniority, transfer etc.
Job related matters, place of posting, nature of work etc.
Frustration arising out of adverse interpretation of policy, service matters, inter-personal
relationship etc.
Welfare e.g. housing, club, sports, educational facility, canteen, transportation, hospital etc.
Grievances not settled at Channel-II.

- The Key Executive will examine/redress grievances on the basis of the existing policy/guidelines and decision
of the Corporation.


- Where the Key Executive feels that the guideline /interpretation of the policy/decision etc. is required from
HQ, it may be sought from the Departments concerned.


- The Incharge HR/ER of the work centre shall examine whether the complaints are covered under GMS, raised
within the time limit, involves by-passing of earlier channel in formal channels, whether the facts mentioned by

the employee have been examined by the concerned Personnel Executive and if he finds that it does not confirm
to the provision of GMS, he will, within 3 days, bring to the notice of the Key Executive and inform the
aggrieved employee or the concerned executive for necessary action.

- The entire process of seeking guideline/interpretation, hearing /examination / decision and implementation of
the decision of the Key Executive, shall be completed within the maximum period of 60 working days from the
date of receipt of a grievance. In the event of any delay beyond 60 working days, an aggrieved employee shall
have the option to straight way submit his appeal to the Appeals Committee at Headquarters.

- In-charge HR/ER of the respective work centre will co-ordinate for implementation of the Grievance
Management System in the work centre.


5. APPEALS COMMITTEE

An aggrieved employee whose grievance has not been settled at Channel-III within 60 days from the date of
receipt of his grievance by the Key Executive or who is not satisfied with the decision, given by the Key
Executive, may appeal to the Appeals Committee located at HQ, clearly stating the reasons for his
dissatisfaction. He will submit his appeal in the prescribed proforma annexed herewith (Annexure-III) to be
available in the HR/ER Department or with the Executive Officer of the Appeals Committee at HQ, Tel
Bhavan, Dehradun along with all documents/papers of the Channel-III through proper channel, with a copy
thereof to the Executive Officer of the Appeals Committee and In charge HR/ER of the work-centre.


- The Appeals Committee will be located at Dehradun.


- The Appeals Committee will consist of one or two outside professionals, as the case may be, as Chairman and
Vice-Chairman of the Committee.


- The Appeals Committee shall obtain the complete details/comments of the case from the departments
concerned at HQ. Thereafter, they may have members either from HR/Finance/Concerned user department, (not
below E6 level) if felt necessary for a better appreciation of the case.


- In addition the Appeals Committee may co-opt the following, if felt necessary: -
a) SC/ST Chief Liaison Officer / Chief Coordination Officer, if the grievance relates to employees of
SC/ST category.
b) An officer of the Legal Department.


- An aggrieved employee may file appeal pertaining to decision of Key Executive in respect of service matters
or any other matter if he is not satisfied with the reply or redressal of grievance at Channel-III or he does not get
reply within the stipulated period at Channel-III, stating reasons for his not being satisfied, with the details of
the earlier stage through proper channel. However, the Appeals Committee at HQ on the basis of reasons may
decide whether the appeal will be admitted for consideration by it or not. In case it is decided that the appeal is
not to be entertained the individual employee should be informed stating the reasons thereof.

- The Appeals Committee will examine the grievance in depth and may also provide an opportunity of hearing
to the aggrieved employee, if felt necessary.

- The Chairman, Appeals Committee will decide their programmes after approval of Director (HR). The AC

will have discretion to ask for any information, data (even of confidential in nature) from any
section/Department, if deemed necessary to examine the grievance in depth including origin thereof for
redressal of such grievance. It may also suggest suitable measures to the management for prevention of
such grievance in the organization in future.

- If the Appeals Committee calls for any information and data, as stated above, the concerned
Departmental Head will ensure to furnish the same to the Committee within 7 working days from the
receipt of such request.

- The Appeals Committee will submit its recommendations to the C&MD, expeditiously within 60 days.
However, in case the relevant information are not available and for any other reason, it is not possible to
submit the recommendations within 60 days, the reasons thereof may be intimated to C&MD by the
Chairman, Appeals Committee and in such case, the recommendations may be submitted to him within
90 days.

- If C&MD so desires, depending on implications and the magnitude of the grievance, he may seek the
views of Director (HR), otherwise he may accept or reject the recommendations of the Appeals
Committee. The final decision, after due approval of the Competent Authority will be communicated to
the aggrieved employee by the Executive Officer, Appeals Committee through his Departmental Head
and a copy of the same shall also be endorsed to the concerned HR/ER Department of the work-center for
implementation/ record of the same.

- The Appeals Committee will have its office at HQ Dehradun. The In-charge, Appeals Committee Cell
will act as Executive Officer of the Appeals Committee. He will arrange to provide all secretarial
assistance to the Chairman, Appeals Committee which will include sending acknowledgement to the
employee on receipt of the grievance, preliminary scrutiny, calling for the required papers, organizing
meetings, recording proceedings, upkeep of registers, records, sending returns, reports, communication to
concerned Department, correspondence & co-ordination on behalf of the Appeals Committee.
























CHAPTER 4






DATA ANALYSIS AND INTERPRETATION
SET I

1. Your communications are good with trade unions.

Parameters Total respondents Percentage of respondents
Strongly agree 8 16
Agree 21 42
Neither agree nor
disagree 10 20
Strongly disagree 3 6
Disagree 8 16
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 16% of employees on whom we conducted survey strongly agrees that their communications
are good with trade unions
2. 42% agree
3. 20% neither agree nor disagree
4. 6% strongly disagree and
5. 16% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
2. Communications and consultations are good among work force/employees in ONGC.

Parameters Total respondents Percentage of respondents
Strongly agree 9 18
Agree 28 56
Neither agree nor
disagree 5 10
Strongly disagree 5 10
Disagree 3 6
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 18% of employees on whom we conducted survey strongly agrees that their Communications
and consultations are good among work force/employees in ONGC
2. 56% agree
3. 10% neither agree nor disagree
4. 10% strongly disagree and
5. 6% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
3. Does your organization give training in dispute awareness?

Parameters Total respondents Percentage of respondents
Yes 23 46
No 27 54
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 46% of employees on whom we conducted survey strongly agrees that their organization gives
training in dispute awareness
2. 54% disagree






0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of respondents
4. Various loop holes persist in industrial relations.
Parameters Total respondents Percentage of respondents
Strongly agree 5 10
Agree 18 36
Neither agree nor
disagree 12 24
Strongly disagree 7 14
Disagree 8 16
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 10% of employees on whom we conducted survey strongly agrees that Various loop holes
persist in industrial relations
2. 36% agree
3. 24% neither agree nor disagree
4. 14% strongly disagree and
5. 16% disagree

0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
5. There is a special legislation existing in your organization referring to psycho-social factors.

Parameters Total respondents Percentage of respondents
Strongly agree 6 12
Agree 12 24
Neither agree nor
disagree 17 34
Strongly disagree 7 14
Disagree 8 16
Total 50 100


INFERENCE:
From the above graph it is observed that
1. 12% of employees on whom we conducted survey strongly agrees that there is a special
legislation existing in your organization referring to psycho-social factors.
2. 24% agree
3. 34% neither agree nor disagree
4. 14% strongly disagree and
5. 16% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
6. Organization restructuring is important in solving irrelevance/dispute.
Parameters Total respondents Percentage of respondents
Strongly agree 7 14
Agree 20 40
Neither agree nor
disagree 9 18
Strongly disagree 6 12
Disagree 8 16
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 40% of employees on whom we conducted survey strongly agrees that organization
restructuring is important in solving irrelevance/dispute
2. 14% agree
3. 18% neither agree nor disagree
4. 12% strongly disagree and
5. 16% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
7. over time leads to work related stress and disputes.
Parameters Total respondents Percentage of respondents
Strongly agree 9 18
Agree 14 28
Neither agree nor
disagree 13 26
Strongly disagree 8 16
Disagree 6 12
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 18% of employees on whom we conducted survey strongly agrees that over time leads to work
related stress and disputes.
2. 28% agree
3. 26% neither agree nor disagree
4. 16% strongly disagree and
5. 12% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
8. Effective grievance handling is very important in an organization.
Parameters Total respondents Percentage of respondents
Strongly agree 29 58
Agree 21 42
Neither agree nor
disagree 0 0
Strongly disagree 0 0
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 58% of employees on whom we conducted survey strongly agree that effective grievance
handling is very important in an organization
2. 42% agree
3. 0% neither agree nor disagree
4. 0% strongly disagree and
5. 0% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
9. There are various challenges persisting in grievance handling.
Parameters Total respondents Percentage of respondents
Strongly agree 16 32
Agree 21 42
Neither agree nor
disagree 13 26
Strongly disagree 0 0
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 32% of employees on whom we conducted survey strongly agree that there are various
challenges persisting in grievance handling.
2. 42% agree
3. 26% neither agree nor disagree
4. 0% strongly disagree and
5. 0% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
10. Grievance handling varies according to gender.
Parameters Total respondents Percentage of respondents
Strongly agree 8 16
Agree 16 32
Neither agree nor
disagree 6 12
Strongly disagree 10 20
Disagree 10 20
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 16% of employees on whom we conducted survey strongly agree that grievance handling
varies according to gender.
2. 32% agree
3. 12% neither agree nor disagree
4. 20% strongly disagree and
5. 20% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
11. In case of inability in arriving at consensus during industrial dispute, do you agree tripartite
intervention?
Parameters Total respondents Percentage of respondents
Strongly agree 12 24
Agree 25 50
Neither agree nor
disagree 13 26
Strongly disagree 0 0
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 24% of employees on whom we conducted survey strongly agree tripartite intervention
2. 50% agree
3. 26% neither agree nor disagree
4. 0% strongly disagree and
5. 0% disagree

0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
12. Tripartite intervention is effective in solving problems.
Parameters Total respondents Percentage of respondents
Strongly agree 9 18
Agree 28 56
Neither agree nor
disagree 13 26
Strongly disagree 0 0
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 18% of employees on whom we conducted survey strongly agree that tripartite intervention is
effective in solving problems
2. 56% agree
3. 26% neither agree nor disagree
4. 0% strongly disagree and
5. 0% disagree
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
13. Welfare activities can improve industrial relations.
Parameters Total respondents Percentage of respondents
Strongly agree 18 36
Agree 22 44
Neither agree nor
disagree 10 20
Strongly disagree 0 0
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 36% of employees on whom we conducted survey strongly agree that welfare activities can
improve industrial relations.
2. 44% agree
3. 20% neither agree nor disagree
4. 0% strongly disagree and
5. 0% disagrees
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
14. Trade unions will enhance industrial relations.
Parameters Total respondents Percentage of respondents
Strongly agree 8 16
Agree 21 42
Neither agree nor
disagree 13 26
Strongly disagree 4 8
Disagree 4 8
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 16% of employees on whom we conducted survey strongly agree that trade unions will
enhance industrial relations.
2. 42% agree
3. 26% neither agree nor disagree
4. 8% strongly disagree and
5. 8% disagrees
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
15. Political intervention in management or trade unions will affect industrial relations.
Parameters Total respondents Percentage of respondents
Strongly agree 16 32
Agree 20 40
Neither agree nor
disagree 10 20
Strongly disagree 0 0
Disagree 9 18
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 32% of employees on whom we conducted survey strongly agree that political intervention in
management or trade unions will affect industrial relations
2. 40% agree
3. 20% neither agree nor disagree
4. 0% strongly disagree and
5. 18% disagrees
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
16. Employees of trade union are given an opportunity in decision making.
Parameters Total respondents Percentage of respondents
Strongly agree 9 18
Agree 22 44
Neither agree nor
disagree 14 28
Strongly disagree 10 20
Disagree 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 18% of employees on whom we conducted survey strongly agree that employees of trade
union are given an opportunity in decision making.
2. 44% agree
3. 28% neither agree nor disagree
4. 20% strongly disagree and
5. 0% disagrees
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
17. Organizational development is possible through trade unions.
Parameters Total respondents Percentage of respondents
Strongly agree 10 20
Agree 22 44
Neither agree nor
disagree 18 36
Strongly disagree 0 0
Disagree 6 12
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 20% of employees on whom we conducted survey strongly agree that organizational
development is possible through trade unions.
2. 44% agree
3. 36% neither agree nor disagree
4. 0% strongly disagree and
5. 12% disagrees
0
20
40
60
80
100
120
Strongly
agree
Agree Neither
agree
nor
disagree
Strongly
disagree
Disagree Total
Total respondents
Percentage of respondents
SET II
1. How are the Industrial relations in the company?


Parameters Total respondents Percentage of respondents
a. Good 26 52
b. Fair 13 26
c. To be improved 12 22
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 52% of employees on whom we conducted survey agree that Industrial relations in the
company are good.
2. 26% agree that they are fair
3. 22% agree that they are to be improved


0
20
40
60
80
100
120
a. Good b. Fair c. To be
improved
Total
Total respondents
Percentage of
respondents
2. Do you have free access to the top management?

Parameters Total respondents Percentage of respondents
Yes 35 70
No 15 30
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 70% of employees on whom we conducted survey say that they have free access to the top
management
2. 30% of employees on whom we conducted survey say that they have no free access to the top
management



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
3. Does the top management listen to you with patience?

Parameters Total respondents Percentage of respondents
Yes 42 84
No 8 16
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 84% of employees on whom we conducted survey say that the top management listens to them
with patience
2. 16% of employees on whom we conducted survey say that the top management doesnt listen
to them with patience




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
4. Does the management have faith in the employees as one of the main resources?

Parameters Total respondents Percentage of respondents
Yes 44 88
No 6 12
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 88% of employees on whom we conducted survey say that the the management have faith in
the employees as one of the main resources
2. 12% of employees on whom we conducted survey say that the management has no faith in the
employees as one of the main resources



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
5. Whether employees have confidence in the management to run the industry efficiently?

Parameters Total respondents Percentage of respondents
Yes 34 68
No 7 14
Can't say 9 18
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 68% of employees on whom we conducted survey say that the employees have confidence in
the management that it can run the industry efficiently
2. 14% of employees on whom we conducted survey say that the employees have no confidence
in the management that it cannot run the industry efficiently
3. 18% of employees on whom we conducted survey say that they cant say

0
20
40
60
80
100
120
Yes No Can't say Total
Total respondents
Percentage of
respondents
6. Does management always expects more from employees?

Parameters Total respondents Percentage of respondents
Yes 42 84
No 8 16
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 84% of employees on whom we conducted survey say that the management always expects
more from employees
2. 16% of employees on whom we conducted survey say that the management doesnt expect
more from employees



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
7. Do employees expect more benefits from the management?

Parameters Total respondents Percentage of respondents
Yes 40 80
No 10 20
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 80% of employees on whom we conducted survey say that the employees expect more
benefits from the management
2. 20% of employees on whom we conducted survey say that the employees do not expect more
benefits from the management




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
8. Is the management satisfied with employees performance?

Parameters Total respondents Percentage of respondents
Yes 41 82
No 9 18
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 82% of employees on whom we conducted survey say that the management is satisfied with
employees performance
2. 18% of employees on whom we conducted survey say that the management is not satisfied
with employees performance



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
9. Are you satisfied with managements offers?

Parameters Total respondents Percentage of respondents
Yes 40 80
No 10 20
Total 50 100





INFERENCE:
From the above graph it is observed that
1. 80% of employees on whom we conducted survey say that they are satisfied with
managements offers
2. 20% of employees on whom we conducted survey say that they are not satisfied with
managements offers



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents

10. Is there any serious conflict between management and employees w.r.t wages/salaries?

Parameters Total respondents Percentage of respondents
Yes 8 16
No 42 84
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 16% of employees on whom we conducted survey say that there are serious conflicts between
management and employees w.r.t wages/salaries
2. 84% of employees on whom we conducted survey say that there are no serious conflicts
between management and employees w.r.t wages/salaries



0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
11. Canteen, Recreation, Transport and accommodation facilities are

Parameters Total respondents Percentage of respondents
a. Good 13 26
b. Fair 22 44
c. To be improved 15 30
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 26% of employees on whom we conducted survey say that canteen, Recreation, Transport and
accommodation facilities are good.
2. 44% of employees say that canteen, Recreation, Transport and accommodation facilities are
fair.
3. 30% employees say that canteen, Recreation, Transport and accommodation facilities are to be
improved.

0
20
40
60
80
100
120
a. Good b. Fair c. To be
improved
Total
Total respondents
Percentage of
respondents
12. Indiscipline among employees is

Parameters Total respondents Percentage of respondents
More 7 14
To a little extent 17 34
Normal 26 52
Absent 0 0
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 14% of employees on whom we conducted survey say that indiscipline among employees is
more.
2. 34% of employees say that indiscipline among employees is to a little extent.
3. 52% employees say that indiscipline among employees is normal.
4. 0% employees say that indiscipline among employees is absent.

0
20
40
60
80
100
120
More To a little
extent
Normal Absent Total
Total respondents
Percentage of
respondents
13. Punishments for indiscipline are

Parameters Total respondents Percentage of respondents
Harsh 11 22
In proportionate 13 26
Fair 26 52
Medium 0 0
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 22% of employees on whom we conducted survey say that punishments for indiscipline are
harsh.
2. 26% of employees say that punishments for indiscipline are in proportionate.
3. 52% employees say that punishments for indiscipline are fair.
4. 0% employees say that punishments for indiscipline are medium.
0
20
40
60
80
100
120
Total respondents
Percentage of
respondents
14. Do you like your children working in this industry if they are employed?

Parameters Total respondents Percentage of respondents
Yes 26 52
No 11 22
Can't say 13 26
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 52% of employees on whom we conducted survey say that they like their children working in
this industry if they are employed
2. 22% of employees say that they dont like their children working in this industry if they are
employed
3. 26% employees say that they cant say.



0
20
40
60
80
100
120
Yes No Can't say Total
Total respondents
Percentage of
respondents

15. Industrial peace, more than the prevailing scenario can be achieved through
Parameters Total respondents Percentage of respondents
Increasing the facilities and amenities 27 54
Increasing wages/other monetary benefits 10 20
Through counseling individual workmen 13 26
d. Cant say 0 0
Total 50 100


INFERENCE:
From the above graph it is observed that
1. 54% of employees on whom we conducted survey say that industrial peace, more than the
prevailing scenario can be achieved through increasing the facilities and amenities
2. 20% of employees say industrial peace, more than the prevailing scenario can be achieved
through increasing wages/other monetary benefits
3. 26% employees say that industrial peace, more than the prevailing scenario can be achieved
through counseling individual workmen
4. 0% employees say that cant say
0
20
40
60
80
100
120
Increasing
the facilities
and
amenities
b. Increasing
wages/other
monetary
benefits
c. Through
counseling
individual
workmen
d. Cant say Total
Total respondents
Percentage of respondents
16. Dissatisfaction in various aspects among the employees is more in ONGC
Parameters Total respondents Percentage of respondents
Yes 12 24
No 13 26
Normal 25 50
Cant say 0 0
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 24% of employees on whom we conducted survey say that the dissatisfaction in various
aspects among the employees is more in ONGC
2. 26% of employees say that the dissatisfaction in various aspects among the employees is not
more in ONGC
3. 50% of employees say that the dissatisfaction in various aspects among the employees is
normal in ONGC
4. 0% employees say that they cant say.

0
20
40
60
80
100
120
Yes No Normal Cant say Total
Total respondents
Percentage of
respondents
17. Your position in this company when compared to other industries in this area is
Parameters Total respondents Percentage of respondents
Better 28 56
On par with 22 44
Lower than others 0 0
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 56% of employees on whom we conducted survey say that their position in this company
when compared to other industries in this area is better.
2. 44% of employees say that their position in this company when compared to other industries
in this area is on par with.
3. 0% of employees say that their position in this company when compared to other industries in
this area is lower than others.




0
20
40
60
80
100
120
Better On par with Lower than
others
Total
Total respondents
Percentage of
respondents
18. How are opportunities outside w.r.t salary/comfort/facilities etc., outside if you leave?

Parameters Total respondents Percentage of respondents
Better than this job 18 36
Equaling this job 21 42
Lower than this job 11 22
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 36% of employees on whom we conducted survey say that opportunities outside w.r.t
salary/comfort/facilities are better than this job.
2. 42% of employees say that opportunities outside w.r.t salary/comfort/facilities are equaling
this job.
3. 22% of employees say that opportunities outside w.r.t salary/comfort/facilities are lower than
this job.

0
20
40
60
80
100
120
Better than
this job
Equaling this
job
Lower than
this job
Total
Total respondents
Percentage of
respondents
19. Yours over all opinion on the top management

Parameters Total respondents Percentage of respondents
Good 24 48
Fair 19 38
Bad 7 14
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 48% of employees on whom we conducted survey say that their overall opinion on the top
management is good.
2. 38% of employees say that their overall opinion on the top management is fair.
3. 14% of employees say that their overall opinion on the top management is bad.




0
20
40
60
80
100
120
Good Fair Bad Total
Total respondents
Percentage of
respondents
20. Is there any grievance handling procedure provided to you by ONGC?
Parameters Total respondents Percentage of respondents
Yes 29 58
No 21 42
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 58% of employees on whom we conducted survey say that there is grievance handling
procedure provided to them by ONGC.
2. 42% of employees say that there is no grievance handling procedure provided to them by
ONGC.





0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
21. Are you satisfied with the grievance handling procedure provided to you by the company?

Parameters Total respondents Percentage of respondents
Yes 23 46
No 27 54
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 46% of employees on whom we conducted survey say that they are satisfied with the
grievance handling procedure provided to them by the company.
2. 54% of employees say that they are not satisfied with the grievance handling procedure
provided to them by the company.




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
22. Are you satisfied with the working conditions at the ONGC?

Parameters Total respondents Percentage of respondents
Yes 31 62
No 19 38
Total 50 100



INFERENCE:
From the above graph it is observed that
1. 62% of employees on whom we conducted survey say that they are satisfied with the working
conditions provided to them by the company.
2. 38% of employees say that they are not satisfied with the working conditions provided to them
by the company.





0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
23. Are you satisfied with wages and incentives provided at ONGC?

Parameters Total respondents Percentage of respondents
Yes 35 70
No 15 30
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 70% of employees on whom we conducted survey say that they are satisfied with wages and
incentives provided at ONGC
2. 30% of employees say that they are not satisfied with wages and incentives provided at ONGC




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
24. Are you satisfied by the welfare programs at ONGC?

Parameters Total respondents Percentage of respondents
Yes 44 88
No 6 12
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 88% of employees on whom we conducted survey say that they are satisfied with the welfare
programs at ONGC
2. 12% of employees say that they are not satisfied with the welfare programs at ONGC




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents
25. Are you satisfied by the medical benefits provided at ONGC?

Parameters Total respondents Percentage of respondents
Yes 45 90
No 5 10
Total 50 100




INFERENCE:
From the above graph it is observed that
1. 90% of employees on whom we conducted survey say that they are satisfied medical benefits
provided at ONGC.
2. 10% of employees say that they are not satisfied with medical benefits provided at ONGC.




0
20
40
60
80
100
120
Yes No Total
Total respondents
Percentage of
respondents




CHAPTER 5