5/19/2017 ORGANIZATION STUDY

PROJECT REPORT ON CCL

ANIMESH DANIEL
DANIEL DANIEL
[COMPANY NAME]
CHAPTER – 1
INTRODUCTION
1.1 INTRODUCTION
An organizational study is the systematic study about how people - as individuals and as groups -
act within organizations. It involves the study of the structure and functioning of each department.
An organization study implies a comprehensive and systematic approach adopted by a trainee in
order to get him familiar with the working of an organization as a whole. The study of people in
organization is important for future managers.

An organization is a social unit of people that is structured and managed to meet a need or to pursue
collective goals. All organizations have a management structure that determines relationships
between the different activities and the members, and subdivides and assigns roles, responsibilities,
and authority to carry out different tasks.

In organization study, each and every department in an organization is being observed and
analysed in detail. The study gives important to every departments of an organization and projects
their need towards the organization in achieving its objectives. Modern organizational studies
attempt to understand and model these factors. Like all modernist social sciences, organizational
studies seek to control, predict, and explain. There is some controversy over the ethics of controlling
workers' behaviour. As such, organizational behaviour has at times been accused of being the
scientific tool of the powerful.

As for a managerial student, theoretical knowledge is not enough to achieve success in the career.
We should have the awareness about the day-by day functions and practices in the company. The
study will help me in gaining practical experiences on the functional aspects of the various
departments in the company.

This report provides an overall idea about Central Coal Field LTD. an associate company of CIL Group.
It comprises the organization structure and hierarchy, functional analysis of different Departments,
internship details, learning experiences etc.

1.2 NEED FOR STUDY

The need to undergo this training by MBA student of MarThoma College of Management and
Technology affiliated to Mahatma Gandhi University is to fulfil the requirement envisaged in the
MBA course curriculum. The training is generally undertaken during the month of May 2016 and
main purpose of the training is to familiarize the student(s) with actual functional operations of the
company, either division-wise or process-wise, besides knowing the method of accomplishment of
the company policies & strategies.

A business organization is a system, which comprises of different departments and sub-

departments, which facilitate management of day-to-day operations of an organization in an
effective manner. Departments are also helpful for classification and distribution of work, which
actually leads to effectiveness in business operations without overlapping of business activities. It
also enables in defining the authority and responsibility of each individuals who all are working in an
organization for the achievement of the ultimate goal of the organization

Usually in a business organization, we can see a number departments working for the organization.
It includes finance department, marketing department, human resource or personnel department,
R&D department, Legal department, Vigilance department, I.T. department etc...

The main function of finance and accounting department includes making financial decisions,
investment decisions, liquidity decisions etc.… Accounting department is concerned with recording
Marketing department is concerned with identifying the changing consumer needs and wants and
providing services in order to satisfy those needs and wants. It is usually said that marketing starts
and ends with customers.

Human resource is the biggest asset and liability of a firm. Human resource department is mainly
deals with manpower planning, selection, training and development, promotion, transfer,
counselling, etc. So, it is a humble attempt to study the working of an organization in a real-life
situation and how the department enables the organization in achieving its goals

1.3 OBJECTIVES OF THE STUDY

1. To get to know about the organization and its functioning.

2. To get an exposure and experience to the business environment.

3. To understand and evaluate the functions and activities of various departments.

4. To conduct a SWOT analysis of the organization.

5. To study the overall performance of the organization

6. To learn about the various aspects of the industry.

7. To understand different products and their position in the market

8. To understand the achievements and the objectives of the organization.

9. To integrate practical experiences with theoretical concepts.

10. To analyse the present status and future strategy of the company.

1.4 RESEARCH METHODOLOGY

Research Methodology is a systematic way to solve the problems. It may be taken as
scientific study about how the research is done. In research methodology, the
researcher will mention not only the research methods but also the various steps
that are adopted by the researcher in studying his research problems along with the
logic behind them.

The Advance Learners Dictionary of Current English defines research as “a careful

investigation or inquiry specially through search for new facts in any branch of
knowledge.” It is a long process and it includes the procedure of collecting data and
arriving at conclusions thereon. Every research is a purposive investigation aimed at
finding answers or solutions to problems.

This study was a descriptive study conducted mainly to familiarize with the activities, processes,
policies, programs and procedures followed in the firm. Required data for the study was collected
through monitoring and interrogation. The study was made personally by visiting the company at
CCL, RANCHI. The data were collected through various methods. The methods adopted mainly are:

• Data collection

I) Primary data
 CHAPTER – 2
GENERAL
INFORMATION

2.1 INDUSTRY PROFILE

Coal mining is the process of extracting coal from the ground. Coal is valued for its energy content,
and, since the 1880s, has been widely used to generate electricity. Steel and cement industries use
coal as a fuel for extraction of iron from iron ore and for cement production. In the United Kingdom
and South Africa, a coal mine and its structures are a colliery; a coal mine a pit; the above-ground
structures the pit head. In Australia, "colliery" generally refers to an underground coal mine. In the
United States "colliery" has been used to describe a coal mine operation but nowadays the word is
not commonly used.

Coal mining has had many developments over the recent years, from the early days of men
tunnelling, digging and manually extracting the coal on carts, to large open cut and long wall mines.
Mining at this scale requires the use of draglines, trucks, conveyors, hydraulic jacks and shearers.

2.1.2 HISTORY

Small-scale mining of surface deposits dates back thousands of years. For example, in Roman Britain,
the Romans were exploiting most of the major coalfields by the late 2nd century AD. The Industrial
Revolution, which began in Britain in the 18th century and later spread to continental Europe and
North America, was based on the availability of coal to power steam engines. International trade
expanded rapidly when coal-fed steam engines were built for the railways and steamships.

Until the late nineteenth century coal was mined underground using a pick and shovel, and children
were often employed underground in dangerous conditions. Coal-cutting machines were introduced
in the 1880s. By 1912, surface mining was conducted with steam shovels designed for coal mining

2.1.3 METHODS OF EXTRACTION

The most economical method of coal extraction from coal seams depends on the depth and quality
of the seams, and the geology and environmental factors. Coal mining processes are differentiated
by whether they operate on the surface or underground. Many coals extracted from both surface
and underground mines require washing in a coal preparation plant. Technical and economic
feasibility are evaluated based on the following: regional geological conditions; overburden
characteristics; coal seam continuity, thickness, structure, quality, and depth; strength of materials
above and below the seam for roof and floor conditions; topography (especially altitude and slope);
climate; land ownership as it affects the availability of land for mining and access; surface drainage
patterns; ground water conditions; availability of labour and materials; coal purchaser requirements
in terms of tonnage, quality, and destination; and capital investment requirements.

Surface mining and deep underground mining are the two basic methods of mining. The choice of
mining method depends primarily on depth, density, overburden and thickness of the coal seam;
seams relatively close to the surface, at depths less than approximately 180 ft. (50 m), are usually
surface mined.

Coal that occurs at depths of 180 to 300 ft. (50 to 100 m) are usually deep mined, but in some cases
surface mining techniques can be used. For example, some western U.S. coal that occur at depths in
excess of 200 ft. (60 m) are mined by the open pit methods, due to thickness of the seam 60–90 feet
(20–30 m). Coals occurring below 300 ft. (100 m) are usually deep mined. However, there are open
pit mining operations working on coal seams up to 1000–1500 feet (300–450 m) below ground level,
for instance Tagebau Hambach in Germany.

Surface mining
Trucks loaded with coal at the Cerrejón coal mine in Colombia

When coal seams are near the surface, it may be economical to extract the coal using open cut (also
referred to as open cast, open pit, mountaintop removal or strip) mining methods. Open cast coal
mining recovers a greater proportion of the coal deposit than underground methods, as more of the
coal seams in the strata may be exploited. This equipment can include the following: Draglines which
operate by removing the overburden, power shovels, large trucks in which transport overburden
and coal, bucket wheel excavators, and conveyors. In this mining method, explosives are first used in
order to break through the surface or overburden, of the mining area. The overburden is then
removed by draglines or by shovel and truck. Once the coal seam is exposed, it is drilled, fractured
and thoroughly mined in strips. The coal is then loaded onto large trucks or conveyors for transport
to either the coal preparation plant or directly to where it will be used.

Most open cast mines in the United States extract bituminous coal. In Canada (BC), Australia and
South Africa, open cast mining is used for both thermal and metallurgical coals. In New South Wales,
open casting for steam coal and anthracite is practiced. Surface mining accounts for around 80
percent of production in Australia, while in the US it is used for about 67 percent of production.
Globally, about 40 percent of coal production involves surface mining.

Strip mining

Strip mining exposes coal by removing earth above each coal seam. This earth is referred to as
overburden and is removed in long strips. The overburden from the first strip is deposited in an area
outside the planned mining area and referred to as out-of-pit dumping. Overburden from
subsequent strips are deposited in the void left from mining the coal and overburden from the
previous strip. This is referred to as in-pit dumping.

It is often necessary to fragment the overburden by use of explosives. This is accomplished by drilling
holes into the overburden, filling the holes with explosives, and detonating the explosive. The
overburden is then removed, using large earth-moving equipment, such as draglines, shovel and
trucks, excavator and trucks, or bucket-wheels and conveyors. This overburden is put into the
previously mined (and now empty) strip. When all the overburden is removed, the underlying coal
seam will be exposed (a 'block' of coal). This block of coal may be drilled and blasted (if hard) or
otherwise loaded onto trucks or conveyors for transport to the coal preparation (or wash) plant.
Once this strip is empty of coal, the process is repeated with a new strip being created next to it. This
method is most suitable for areas with flat terrain.

Equipment to be used depends on geological conditions. For example, to remove overburden that is
loose or unconsolidated, a bucket wheel excavator might be the most productive. The life of some
area mines may be more than 50 years.

Contour mining

The contour mining method consists of removing overburden from the seam in a pattern following
the contours along a ridge or around the hillside. This method is most commonly used in areas with
rolling to steep terrain. It was once common to deposit the spoil on the downslope side of the bench
thus created, but this method of spoil disposal consumed much additional land and created severe
landslide and erosion problems. To alleviate these problems, a variety of methods were devised to
use freshly cut overburden to refill mined-out areas. These haul-back or lateral movement methods
generally consist of an initial cut with the spoil deposited downslope or at some other site and spoil
from the second cut refilling the first. A ridge of undisturbed natural material 15 to 20 ft (5–6 m)
wide is often intentionally left at the outer edge of the mined area. This barrier adds stability to the
reclaimed slope by preventing spoil from slumping or sliding downhill

The limitations of contour strip mining are both economic and technical. When the operation
reaches a predetermined stripping ratio (tons of overburden/tons of coal), it is not profitable to
continue. Depending on the equipment available, it may not be technically feasible to exceed a
certain height of high wall. At this point, it is possible to produce more coal with the auguring
method in which spiral drills bore tunnels into a high wall laterally from the bench to extract coal
without removing the overburden.

Mountaintop removal mining

Mountaintop coal mining is a surface mining practice involving removal of mountaintops to expose
coal seams, and disposing of associated mining overburden in adjacent "valley fills." Valley fills occur
in steep terrain where there are limited disposal alternatives.

Mountaintop removal combines area and contour strip mining methods. In areas with rolling or
steep terrain with a coal seam occurring near the top of a ridge or hill, the entire top is removed in a
series of parallel cuts. Overburden is deposited in nearby valleys and hollows. This method usually
leaves ridge and hill tops as flattened plateaus. The process is highly controversial for the drastic
changes in topography, the practice of creating head-of-hollow-fills, or filling in valleys with mining
debris, and for covering streams and disrupting ecosystems.

Spoil is placed at the head of a narrow, steep-sided valley or hollow. In preparation for filling this
area, vegetation and soil are removed and a rock drain constructed down the middle of the area to
be filled, where a natural drainage course previously existed. When the fill is completed, this
underdrain will form a continuous water runoff system from the upper end of the valley to the lower
end of the fill. Typical head-of-hollow fills are graded and terraced to create permanently stable
slopes.

Underground mining

Most coal seams are too deep underground for opencast mining and require underground mining, a
method that currently accounts for about 60 percent of world coal production. In deep mining, the
room and pillar or board and pillar method progresses along the seam, while pillars and timber are
left standing to support the mine roof. Once room and pillar mines have been developed to a
stopping point (limited by geology, ventilation, or economics), a supplementary version of room and
pillar mining, termed second mining or retreat mining, is commonly started. Miners remove the coal
in the pillars, thereby recovering as much coal from the coal seam as possible. A work area involved
in pillar extraction is called a pillar section.

Modern pillar sections use remote-controlled equipment, including large hydraulic mobile roof-
supports, which can prevent cave-ins until the miners and their equipment have left a work area.
The mobile roof supports are similar to a large dining-room table, but with hydraulic jacks for legs.
After the large pillars of coal have been mined away, the mobile roof support's legs shorten and it is
withdrawn to a safe area. The mine roof typically collapses once the mobile roof supports leave an
area.

There are six principal methods of underground mining:

Longwall mining accounts for about 50 percent of underground production. The longwall shearer has
a face of 1,000 feet (300 m) or more. It is a sophisticated machine with a rotating drum that moves
mechanically back and forth across a wide coal seam. The loosened coal falls onto an armoured
chain conveyor or pan line that takes the coal to the conveyor belt for removal from the work area.
Longwall systems have their own hydraulic roof supports which advance with the machine as mining
progresses. As the longwall mining equipment moves forward, overlying rock that is no longer
supported by coal is allowed to fall behind the operation in a controlled manner. The supports make
possible high levels of production and safety. Sensors detect how much coal remains in the seam
while robotic controls enhance efficiency. Longwall systems allow a 60-to-100 percent coal recovery
rate when surrounding geology allows their use. Once the coal is removed, usually 75 percent of the
section, the roof is allowed to collapse in a safe manner.

Continuous mining utilizes a Continuous Miner Machine with a large rotating steel drum equipped
with tungsten carbide picks that scrape coal from the seam. Operating in a “room and pillar” (also
known as “board and pillar”) system—where the mine is divided into a series of 20-to-30 foot (5–10
m) “rooms” or work areas cut into the coalbed—it can mine as much as 14 tons of coal a minute,
more than a non-mechanised mine of the 1920s would produce in an entire day. Continuous miners
account for about 45 percent of underground coal production. Conveyors transport the removed
coal from the seam. Remote-controlled continuous miners are used to work in a variety of difficult
seams and conditions, and robotic versions controlled by computers are becoming increasingly
common. Continuous mining is a misnomer, as room and pillar coal mining is very cyclical. In the US,
one can generally cut 20 ft. or 6 meters (or a bit more with MSHA permission) (12 meters or roughly
40 ft. in South Africa before the Continuous Miner goes out and the roof is supported by the Roof
Bolter), after which, the face has to be serviced, before it can be advanced again. During servicing,
the "continuous" miner moves to another face. Some continuous miners can bolt and rock dust the
face (two major components of servicing) while cutting coal, while a trained crew may be able to
advance ventilation, to truly earn the "continuous" label. However, very few mines are able to
achieve it. Most continuous mining machines in use in the US lack the ability to bolt and dust. This
may partly be because incorporation of bolting makes the machines wider, and therefore, less
manoeuvrable.

Room and pillar mining consists of coal deposits that are mined by cutting a network of rooms into
the coal seam. Pillars of coal are left behind in order to keep up the roof. The pillars can make up to
forty percent of the total coal in the seam, however where there was space to leave head and floor
coal there is evidence from recent open cast excavations that 18th-century operators used a variety
of room and pillar techniques to remove 92 percent of the in-situ coal. However, this can be
extracted at a later stage.

Blast mining or conventional mining, is an older practice that uses explosives such as dynamite to
break up the coal seam, after which the coal is gathered and loaded onto shuttle cars or conveyors
for removal to a central loading area. This process consists of a series of operations that begins with
“cutting” the coalbed so it will break easily when blasted with explosives. This type of mining
accounts for less than 5 percent of total underground production in the US today.

Short wall mining, a method currently accounting for less than 1 percent of deep coal production,
involves the use of a continuous mining machine with movable roof supports, similar to longwall.
The continuous miner shears coal panels 150 to 200 feet (40 to 60 m) wide and more than a half-
mile (1 km) long, having regard to factors such as geological strata.
Retreat mining is a method in which the pillars or coal ribs used to hold up the mine roof are
extracted; allowing the mine roof to collapse as the mining works back towards the entrance. This is
one of the most dangerous forms of mining, owing to imperfect predictability of when the roof will
collapse and possibly crush or trap workers in the mine.

2.1.4 MODERN MINING

Technological advancements have made coal mining today more productive than it has ever been.
To keep up with technology and to extract coal as efficiently as possible modern mining personnel
must be highly skilled and well trained in the use of complex, state-of-the-art instruments and
equipment. Many jobs require four-year university degrees. Computer knowledge has also become
greatly valued within the industry as most of the machines and safety monitors are computerized.

The use of sophisticated sensing equipment to monitor air quality is common and has replaced the
use of small animals such as canaries, often referred to as "miner's canaries".

In the United States, the increase in technology has significantly decreased the mining workforce. in
2015 US coal mines had 65,971 employees, the lowest figure since EIA began collecting data in 1978.
However, a 2016 study reported that a relatively minor investment would allow most coal workers
to retrain for the solar energy industry.

2.1.5 ENVIRONMENTAL IMPACT

Coal mining can result in a number of adverse effects on the environment.

Surface mining of coal completely eliminates existing vegetation, destroys the genetic soil profile,
displaces or destroys wildlife and habitat, degrades air quality, alters current land uses, and to some
extent permanently changes the general topography of the area mined. This often results in a
scarred landscape with no scenic value. Of greater concern, the movement, storage, and
redistribution of soil during mining can disrupt the community of soil microorganisms and
consequently nutrient cycling processes. Rehabilitation or reclamation mitigates some of these
concerns and is required by US Federal Law, specifically the Surface Mining Control and Reclamation
Act of 1977.

Mine dumps (tailings) could produce acid mine drainage which can seep into waterways and
aquifers, with consequences on ecological and human health.

If underground mine tunnels collapse, they cause subsidence of the ground above. Subsidence can
damage buildings, and disrupt the flow of streams and rivers by interfering with the natural
drainage.

Coal production is a major contributor to global warming: burning coal generates large quantities of
carbon dioxide and mining operations can release methane, a known greenhouse gas, into the
atmosphere. The coal mining industry is working to improve its public image.

2.1.6 SAFETY

Dangers to miners

Historically, coal mining has been a very dangerous activity and the list of historical coal mining
disasters is a long one. In the US alone, more than 100,000 coal miners were killed in accidents in the
twentieth century, 90 percent of the fatalities occurring in the first half of the century. More than
3,200 died in 1907 alone.
Open cut hazards are principally mine wall failures and vehicle collisions; underground mining
hazards include suffocation, gas poisoning, roof collapse, rock burst, outbursts, and gas explosions.

Firedamp explosions can trigger the much-more-dangerous coal dust explosions, which can engulf
an entire pit. Most of these risks can be greatly reduced in modern mines, and multiple fatality
incidents are now rare in some parts of the developed world. Modern mining in the US results in
approximately 30 deaths per year due to mine accidents.

However, in lesser developed countries and some developing countries, many miners continue to
die annually, either through direct accidents in coal mines or through adverse health consequences
from working under poor conditions. China, in particular, has the highest number of coal mining
related deaths in the world, with official statistics claiming that 6,027 deaths occurred in 2004. To
compare, 28 deaths were reported in the US in the same year. Coal production in China is twice that
in the US, while the number of coal miners is around 50 times that of the US, making deaths in coal
mines in China 4 times as common per worker (108 times as common per unit output) as in the US.

Mine disasters have still occurred in recent years in the US, Examples include the Sago Mine disaster
of 2006, and the 2007 mine accident in Utah's Crandall Canyon Mine, where nine miners were killed
and six entombed. In the decade 2005-2014, US coal mining fatalities averaged 28 per year. The
most fatalities during the 2005-2014 decade were 48 in 2010, the year of the Upper Big Branch Mine
disaster in West Virginia, which killed 29 miners.

Miners can be regularly monitored for reduced lung function due to coal dust exposure using
spirometry.

Chronic lung diseases, such as pneumoconiosis (black lung) were once common in miners, leading to
reduced life expectancy. In some mining countries, black lung is still common, with 4,000 new cases
of black lung every year in the US (4 percent of workers annually) and 10,000 new cases every year
in China (0.2 percent of workers). Rates may be higher than reported in some regions.

Build-ups of a hazardous gas are known as damps, possibly from the German word "Dampf" which
means steam or vapor:

Black damp: a mixture of carbon dioxide and nitrogen in a mine can cause suffocation, and is formed
as a result of corrosion in enclosed spaces so removing oxygen from the atmosphere.

After damp: similar to black damp, after damp consists of carbon monoxide, carbon dioxide and
nitrogen and forms after a mine explosion.

Fire damp: consists of mostly methane, a highly flammable gas that explodes between 5% and 15% -
at 25% it causes asphyxiation.

Stink damp: so, named for the rotten egg smell of the hydrogen sulphide gas, stink damp can
explode and is also very toxic.

White damp: air containing carbon monoxide which is toxic, even at low concentrations

In the 1966 Aberfan disaster in Wales, a colliery spoil tip collapsed, engulfing a school and killing 116
children and 28 adults. Other accidents involving coal waste include the Martin County coal slurry
spill (USA, 2000) and the Obed Mountain coal mine spill (Canada, 2013).
Improvements in mining methods (e.g. longwall mining), hazardous gas monitoring (such as safety-
lamps or more modern electronic gas monitors), gas drainage, electrical equipment, and ventilation
have reduced many of the risks of rock falls, explosions, and unhealthy air quality. Gases released
during the mining process can be recovered to generate electricity and improve worker safety with
gas engines. Another innovation in recent years is the use of closed circuit escape respirators,
respirators that contain oxygen for situations where mine ventilation is compromised. Statistical
analyses performed by the US Department of Labour’s Mine Safety and Health Administration
(MSHA) show that between 1990 and 2004, the industry cut the rate of injuries by more than half
and fatalities by two-thirds. However, according to the Bureau of Labour Statistics, even in 2006,
mining remained the second most dangerous occupation in America, when measured by fatality
rate.

2.2 COMPANY PROFILE

Central Coalfields Limited - The Historical March

Central Coalfields Limited is a Category-I Mini-Ratna Company since October 2007. During 2009-10,
coal production of the company reached its highest-ever figure of 47.08 million tones, with net
worth amounting to Rs.2644 crore against a paid-up capital of Rs.940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd) was one
of the five subsidiaries of Coal India Ltd. which was the first holding company for coal in the country
(CIL now has 8 subsidiaries).

Early History - Formation of NCDC (Pre-nationalisation)

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as Government-
owned Company in pursuance of the Industrial Policy Resolutions of 1948 and 1956 of the
Government of India. It was started with a nucleus of 11 old state collieries (owned by the Railways)
having a total annual production of 2.9 million tonnes of coal.

Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal belt in
West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few other areas in Bihar
(now in Jharkhand) and a part of Madhya Pradesh (now Chattishgarh also) and Orissa.

From its very beginning, NCDC addressed itself to the task of increasing coal production and
developing new coal resources in the outlying areas, besides introducing modern and scientific
techniques of coal mining.

In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its production from new
collieries, to be opened mainly in areas away from the already developed Raniganj and Jharia
coalfields. Eight new collieries were opened during this period and the production increased to 8.05
million tonnes by the end of Second Plan.

During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger
production capacity, it could not be utilized due to a sluggish domestic coal market. Production had,
therefore, to be pegged down and the development of several collieries undertaken from the early
part of the Plan period, had to be suspended. By this time, the contribution of NCDC to the nation's
coal production (67.72 million tones) increased to around 9.6 million tonnes.
With gradual rise in the demand of coal due to commissioning of new power plants and
development of other coal-based industries during Fourth Five Year Plan (1969-1974), NCDC's
production increased to 15.55 million tonnes by the terminal year of Fourth Five Year Plan, i.e.,
1973-74.

NCDC played a pioneering role in India's coal industry by introducing large-scale mechanization and
modern and scientific methods of coal mining for promoting conservation of high grades of coal and
exploiting deep coking coal seams necessitating heavy capital investment and sophisticated technical
skill. NCDC went in for foreign collaboration with countries such as Poland and the USSR besides
limited collaboration with Japan, West Germany and France.

NCDC's role can be truly assessed by its contribution towards growth of new coal resources in, what
are known as, the outlying areas. The opening of new mines in Madhya Pradesh, Orissa and
Maharashtra brought about a significant change in these regions by creating new opportunities of
industrialization and employment. Development of the Singrauli coalfields has brought coal almost
to the door steps of northern India.

With the development and application of improved mining techniques, emphasis on planning,
design and research; introduction of modern mine management systems and an enlightened
industrial relations policy, NCDC was able to provide the infrastructure for the total nationalization
of coal industry in the country.

2.2.1 OVERVIEW OF COMPANY

Presently CCL has

Number of Mines

62 Operative Mines (22 Underground & 40 Opencast Mines)

Washeries

7 Washeries

5 Coking Coal Washeries (Kathara, Rajrappa, Kedla & Sawang, Kargali)

2 Non-Coking Coal Washeries (Piparwar & Giddi)

Repair/Workshops

1 Central Workshop (ISO 9001) at Barkakana

5 Regional Repair/Workshops (3 w/s are ISO 9001) at Jarandih, Tapin North, Dakra, Giridih &
Bhurkunda

Operating Coalfields

7 Coalfields (East Bokaro, West Bokaro, North Karanpura, South Karanpura, Ramgarh, Giridih &
Hutar)

Geological Coal Reserves in CCL Command Area up to 300m & above depth (as on 01.04.2015)

2.2.3 PROJECTS OF CCL

Mega Projects

The main strength of CCL, so far as coal production is concerned, is its large opencast mines with
mechanised coal production, mostly through shovel-dumper combination and surface Miner. Some
of the large opencast mines (producing more than 2 MTY) are,

Piparwar OCP

Ashok OCP

KDH OCP

Amlo OCP

Kalyani OCP

Amrapali OCP

Magadh OCP

Purnadih OCP

Karo OCP

Konar OCP

North Urimari OCP

Piparwar OCP was commissioned with Australian collaboration in early 90s and is equipped with a
unique ‘in-pit coal crushing and conveying system’ – the only unit of its kind engaged in the coal
production in India. Ashok OCP produces coal by adopting ‘Surface Miner’ technology. The
technological growth has been phenomenal considering the fact that a number of OC mines used to
be worked with manual labour in the past.

Future Projects

CCL has a definite plan of growth. It has envisaged commissioning of a number of green field and
expansion projects, both opencast and underground, during XI Plan with state-of-the-art
technologies. The process of land acquisition and obtaining various approvals/clearances has started
in mines, e.g.:

Sl. No.

Name of Project & Peak Capacity (MTY)

1.

Magadh OCP, Expn 70

2.

Amrapali OCP, Expn 35

3.

Karo OCP, Expn 15

4.
Sangh Mitra OCP, Expn 27

5.

Chandragupta OCP, Expn 20

6.

Konar OCP, Expn 11

7.

North Urimari, Expansion 10

8.

Govindpur Ph II OC, Expansion 04

9.

Kalyani OC, Expn 2.7

10.

Pichri OC, Expn 1.5

11.

Piparwar Mangerdaha UG, Expn 1.59

2.2.4 VISSION, MISSION AND MOTO

Vision

To emerge as a National player in the Primary Energy Sector, committed to provide energy security
to the Country, by attaining environmentally and Socially Sustainable Growth, through best practices
from Mine to Market

Mission

The Mission of Central Coalfields Limited (CCL) is to produce and market the planned quantity of
Coal and Coal products efficiently and economically in Eco-Friendly manner, with due regard to
Safety, Conservation and Quality.

Objective

• To optimize generation of internal resources by improving productivity of resources, prevent

wastage and to mobilize adequate external resources to meet investment need.

• To maintain high standards of Safety and strive for an accident free mining of Coal.

• To lay emphasis on afforestation, protection of Environment and control of Pollution.

• To undertake detailed exploration and plan for new Projects to meet the future Coal demand.

• To modernize existing Mines.

• To Develop technical know-how and organizational capability of Coal mining as well as Coal
beneficiation and undertake, wherever necessary, applied research and development work related
to Scientific exploration for greater extraction of Coal.

• To improve the quality of life of employees and to discharge the corporate obligations to Society at
large and the community around the Coalfields in particular.

• To provide adequate number of skilled manpower to run the operations and impart technical and
managerial training for up gradation of skill.

• To improve consumer satisfaction.

• To enhance the CSR activities specifically in the field of Health, Sanitation and Drinking Water in
the Surrounding villages.

2.3 PRODUCT PROFILE

The business of CCL is to mine Coal and sell it to the customers. The mining methods
adopted for various customers of CCL are as shown under :
Mining Methods
Opencast
Generally opencast mine of the company employs operating method with Shovel and Dumper
combination for mining.
In one of the mines namely Piparwar OcP, mobile in pit crushing and conveying system with
a pithead coal preparation plant has been commissioned.
Underground
Underground Mines of the Company employs intermediate technology with LHD/SDL and
conventional manual method for mining.
Coking Coal

These coals, when heated in the absence of air, from coherent beads, free from volatiles, with strong
and porous mass, called coke.

► These have coking properties

► Mainly used in steel making and metallurgical industries

► Also used for hard coke manufacturing

Semi Coking Coal

These coals, when heated in the absence of air, from coherent beads not strong enough to be
directly fed into the blast furnace. Such coals are blended with coking coal in adequate proportion to
make coke.

►These have comparatively less coking properties than coking coal

►Mainly used as blend-able coal in steel making, merchant coke manufacturing and other
metallurgical industries

NLW Coking Coal

This coal is not used in metallurgical industries. Because of higher ash content, this coal is not
acceptable for washing in washeries. This coal is used for power utilities and non-core sector
consumers.

Non-Coking Coal

These are coals without coking properties.

► Mainly used as thermal grade coal for power generation

► Also used for cement, fertilizer, glass, ceramic, paper, chemical and brick manufacturing, and for
other heating purposes.

Hard Coal

Hard coke is formed from coking / semi-coking coal through the process of carbonization.

► Mainly used in metallurgical industries

► Also used in industrial plants utilizing furnaces

Washed and Beneficiated Coal

These coals have undergone the process of coal washing or coal beneficiation, resulting in value
addition of coal

due to reduction in ash percentage.

► Used in manufacturing of hard coke for steel making

► Beneficiated and washed non-coking coal is used mainly for power generation

► Beneficiated non-coking coal is used by cement, sponge iron and other industrial plants

Middlings

Middlings are by-products of the three stage coal washing / beneficiation process, as a fraction of
feed raw coal.

► Used for power generation

► Also used by domestic fuel plants, brick manufacturing units, cement plants, industrial plants, etc.

Rejects

Rejects are the products of coal beneficiation process after separation of cleans and / or middlings,
as a fraction of feed raw coal.

► Used for Fluidized Bed Combustion (FBC) Boilers for power generation, road repairs, briquette

(domestic fuel) making, land filling, etc.

CILCoke / LTC Coke

CIL Coke / LTC Coke is a smokeless, environment friendly product of the Dankuni Coal Complex,
obtained through low temperature carbonization.

► Used in furnaces and kilns of industrial units

► Also used as domestic fuel by halwais, hotels, etc.

Coal Fines / Coke Fines

These are the screened fractions of feed raw coal and LTC coke / CIL Coke respectively, obtained
from the Dankuni Coal Complex and other coke oven plants.

► Used in industrial furnaces as well as for domestic purposes

TAR / Heavy Oil / Soft Pitch

These are products from Dankuni Coal Complex using low temperature carbonization of non-coking
coal in vertical retorts.

► Used in furnaces and boilers of industrial plants as well as power houses, oil, dye, pharmaceutical
industries, etc

GRADATION OF COAL

Coking Coal

Grade Parameter

Steel I Ash not exceeding 15%

Steel II Ash exceeding 15% but not

exceeding 18%

Washery I Ash exceeding 18% but not

exceeding 21%

Washery II Ash exceeding 21% but not

exceeding 24%

Washery III Ash exceeding 24% but not

exceeding 28%

Washery IV Ash exceeding 28% but not

exceeding 35%

Semi Coking Coal

Grade Parameter

Semi Coking I Ash + moisture not exceeding

19%
Semi Coking II Ash + moisture exceeding 19%
but not exceeding 24%

Non Coking Coal

Grade UHV RANGE (KCALS/KG)

A Exceeding 6200

B Exceeding 5600 but not

exceeding 6200

C Exceeding 4940 but not

exceeding 5600

D Exceeding 4200 but not

exceeding 4940

E Exceeding 3360 but not

exceeding 4200

F Exceeding 2400 but not

exceeding 3360

G Exceeding 1300 but not

exceeding 2400

Assam Coal

Grade UHV RANGE (KCALS/KG)

A 6200 - 6299

B 5600 – 6199

Hard Coke

Grade Ash %

By Product Premium Not exceeding 25%

By Product Ordinary Exceeding 25% but not exceeding

30%

Beehive Premium Not exceeding 27%

Beehive Superior Exceeding 27% but not exceeding
31%

Beehive Ordinary Exceeding 31% but not exceeding

36%

SUITABILITY OF COAL

Hard Coke

Industry Type of Coal Required

Steel making Coking and semi-coking coal,

direct feed andwashed; blendable coal; low ash % Assam and Raniganj coal.

Steel making, sponge iron industry Non-coking coal of high Initial

Deformation

Temperature (IDT) (>1200 degrees Celcius)

Cokeries / coke oven plants Coking and semi-coking coal

Briquette making / domestic fuel making Semi-coking and non-coking coal;

middling

& rejects of washeries

Special Smokeless Fuel (SSF) Semi-coking coal of Coking Index

8 – 10

Power sector Non-coking coal; middlings of

coking coal

washeries; washed coal of non-coking coal

washeries

Cement sector Non-coking coal; middlings of

coking coal

washeries

Glass and potteries Long Flame non-coking coal

Cast iron castings Hard coke

Steel castings Non-coking coal

Bricks Non-coking coal; middlings of

coking coal

Washeries
Old boilers Superior grades of non-coking
coal

Halwais, domestic use, hotels, etc. Non-coking coal; CIL Coke / LTC
Coke.
CHAPTER 3
ORGANIZATION
STRUCTURE AND
OTHER
DEPARTMENTS
ORGANIZATION CHAT OF CCL

3.1 Review on Organizational Structure

An organizational structure defines how activities such as task allocation,
coordination and supervision are directed towards the achievement of
organizational aims. It can also be considered as the viewing glass or
perspective through which individuals see their organization and its
environment. Organizations are a variant of clustered entities
An organization can be structured in many different ways, depending on their
objectives. The structure of an organization will determine the modes in which
it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for
different functions and processes to different entities such as the branch,
department, workgroup and individual.
Organizational structure affects organizational action in two big ways. First, it
provides the foundation on which standard operating procedures and routines
rest. Second, it determines which individuals get to participate in which
decision-making processes, and thus to what extent their views shape the
organization’s actions.
Organizational structure is particularly important for decision making. Most
companies either have a tall or flat organizational structure. Small companies
usually use a flat organizational structure. For example, a manager can report
directly to the president instead of a director, and her assistants are only two
levels below the president. Flat structures enable small companies to make
quicker decisions, as they are often growing rapidly with new products and
need this flexibility. The Business Plan, an online reference website, says small
companies should not even worry about organizational structure, unless they
have at least 15 employees. The reason is that employees in extremely small
organizations have numerous responsibilities, some of which can include
multiple functions. For example, a product manager also might be responsible
for marketing research and advertising.
Large organizations often have many tiers or echelons of management. As a
smaller organization grows, it can decide to add more management levels.
Roles become more defined. Therefore, it is important to know which people
oversee certain functions
The importance of organizational structure to businesses and other types of
operations is something that just about any successful enterprise understands.
Without proper attention to the creation of a cohesive and efficient structure,
the ability to carry out tasks that have to do with the stated goals of the
organization are highly unlikely to occur. There are several basic areas in that
demonstrate this, the areas of communication, the assignment of
responsibilities, the purchase of raw materials, and the marketing of the goods
and services produced.
One of the key examples of how the importance of organizational structure
impacts an operation is the creation of specific job positions within the
organization and the assignment of responsibilities to each of those positions.
Without clear, concise assignments, both employees and managers would be
limited in how to respond and carry out essential tasks. By establishing the
positions and determining how they work in tandem, order is brought to the
operation, allowing the enterprise to effectively pursue its goals.
Role and Responsibilities
Setting strategy
Ensuring the human and financial resources are available to achieve
objectives;
Reviewing management performance;
Setting the company’s values and standards;
Role and Responsibilities of Manager
To achieve and exceed the assigned objective by ensuring that each and every
member of the team achieves and surpasses his or her respective objective. A
good manager has the capability to get people of ordinary ability to perform in
an extraordinary manner.
A manager:
• Works with others
• Develops people also customers
• Like a coach and counsel; pitches in as player when needed
• Responsibility: various
Responsibilities of manager
Ensuring achievement of assigned team’s and individual team member’s
objectives
Decision making
Ensuring his objectives achievement covering up deficit of anyone in his team
 Focus on brands/new products
Distribution channel management
Timely reporting and feedback
Developing team members
Market Development
Market intelligence
Strong customer focus
Planning monitoring and controlling
Appraising and reviewing
Necessary course corrections
Managing all departments

Finance Department: Role and Responsibilities of Department Head:

providing and interpreting financial information;
monitoring and interpreting cash flows and predicting future trends;
analysing change and advising accordingly;
formulating strategic and long-term business plans;
researching and reporting on factors influencing business performance;
analysing competitors and market trends;
developing financial management mechanisms that minimise financial risk;
conducting reviews and evaluations for cost-reduction opportunities;
managing a company's financial accounting, monitoring and reporting
systems;
liaising with auditors to ensure annual monitoring is carried out;
developing external relationships with appropriate contacts, e.g. auditors,
solicitors, bankers and statutory organisations such as the Inland Revenue;
producing accurate financial reports to specific deadlines;
 managing budgets;
arranging new sources of finance for a company's debt facilities;
Supervising staff;
keeping abreast of changes in financial regulations and legislation

Production Department: Role and Responsibilities of Department Head:

overseeing the production process, drawing up a production schedule;
ensuring that the production is cost effective;
making sure that products are produced on time and are of good quality;
working out the human and material resources needed;
drafting a timescale for the job;
estimating costs and setting the quality standards;
monitoring the production processes and adjusting schedules as needed;
being responsible for the selection and maintenance of equipment;
monitoring product standards and implementing quality-control
programmes;
working with managers to implement the company's policies and goals;
ensuring that health and safety guidelines are followed;
supervising and motivating a team of workers;
reviewing worker performance;
Identifying training needs.
sales department: Role and responsibilities of department head:
Developing strategy, tactics, sales plans and profit targets
Developing relationships with clients
Identifying and reporting on business opportunities in target markets
representing the business at conferences, trade fairs and networking events
Maximising new business development opportunities
 overseeing a sales team
Maintaining and increasing sales of their company's products
Reaching the targets and goals set for their area
Establishing, maintaining and expanding their customer base
Servicing the needs of their existing customers
Increasing business opportunities through various routes to market
Setting sales targets for individual reps and their team as a whole
Recruiting and training sales staffs.
Allocating area
Developing sales strategies and setting targets
Monitoring their team's performance and motivating them to reach targets
Compiling and analysing sales figures
Possibly dealing with some major customer accounts yourself
Collecting customer feedback and market research
Keeping up to date with products and competitors

HR Department: Role and Responsibilities of Department Head:

maintenance of attendance, office time, overtime maintenance of personnel
files welfare functions like, canteen, supply of uniforms, shoes, etc, statutory
duties like remittance of ESI, PF, professional tax, list of holidays, labour
welfare fund, pressure vessels testing, hoists and lifts testing, building
certificate, factory license and renewals, plan approvals, registration.
Maintenance of statutory registers, first aid boxes, first aid centres.
Main functions of HRM Department head include:
• Performance appraisal
• Employee retention
• Absenteeism monitoring and control
• Exit interviews
• HR policies and procedures
• Succession planning
• System maintaining budgeting and so on

3.2PRODUCTION DEPARTMENT
The main role of production is to turn inputs (raw materials) into outputs
(finished goods). Outputs refer to a finished product or service and inputs are
the materials that are needed to manufacture certain goods. When a business
completes this process, they are able to achieve customer satisfaction by
producing products that are ready to be used and fit for purpose. The
Production Department is responsible for ensuring quality is achieved in each
item produced. They will need to carry out inspections and implement suitable
quality initiatives. This is one of the major duties of this Department because if
mistakes are made on products, customer satisfaction will be decreased or if
products are ruined during the production process it means that the company
will have to throw "bad" products away (creating waste). Both aspects will lead
the company to a loss of profit. Quality assurance will have to be carried out
every day on a number of occasions to ensure that the production process is
working efficiently and effectively.
The Production Department of CCL comprises of well experienced staff
members starting from functional head, Department head, coordinator,
supervisors, shift engineers, machine operators, pouring men and workers.
Production Department also aims at maintaining the quality of products been
produced. Every employee is expected to take responsibility for managing
quality issues in order to make sure that waste is minimized and quality
maximized. Quality checking and assurance is carried out every day on a
number of occasions to ensure that the production process is working
efficiently and effectively.
3.2.0 Structure of Production Department
Chart No: 2 structure of production department
Production Head
Production Head

Production Manager

Productio Machine Maintenan

Upper and Packaging
n Supervis ce
Insole
Executive or Supervisor Superviso
Outsourcing
r
Supervisor

Machine Store Assistant Assistant

Operator
Keepers
s
3.3HUMAN RESOURCE DEPARTMENT
Human Resource Department of the organization caters to the need of both
employees and workers of the organization, resulting in a good relation
between employees and workers. The mission of this Department is to provide
quality corporate governance and human resource management systems; to
perform with integrity, innovation, and responsiveness, and deliver excellent
customer service to the Commission, its employees, elected and appointed
officials and the communities served in the bi-county region.
3.3.0Structure of HRDepartment
Chart No:3 structure of HR Department
 Manager

Assistant Manager

Executive

3.3.1Functions Of HR Department
1. Human Resource Planning
2. Recruitment and Selection
3. Training and Development
4. Promotion and Transfer
5. Wage and Salary administration
6. Maintain good labor management relationship
7. Performance Appraisal
8. Grievance handling
9. Provide safety and welfare schemes
10. Social security schemes etc.

1. Man Power Planning

Manpower, Personnel or human resource may be regarded as the quantitative
and qualitative measurement of workforce required in the organization. Man
power planning aims at ascertaining the manpower need of the organization
both in number and kind. Here each department informs the personnel
department about the manpower requirement. Personnel department takes
decision to select either internally or externally
2. Recruitment
After having determined the number and kinds of personnel required, the
DGM, HRD proceeds with the identification of sources of recruitment and
finding suitable candidates for employment both internal and external sources
of manpower are used.
3. Selection
Selection is a negative process because it aims at rejecting the recruited
employees. After receiving various applications the selection procedure starts,
written test, Personal Interview, Group Discussions etc are done for selecting
the most suitable candidates.
4. Training and Development
In Veekesy, the training of employees is largely undertaken through on the job
method. Training is mainly given in the production department. They are of
two types
• Training by machine supply
When a new machine is brought by the organization, an expert too is provided
where to trains the worker so that the worker is able to operate efficiently and
shall be aware of the various operating procedure of the new machine. After
the worker has become familiar with the machine the expert is send back.
• External Training/Consultancies
This type of training is done by various consultancies. These consultancies offer
training program for employees in the form of workshop. After training
program is over, the employee has to prepare a report, which is to be
submitted to the immediate boss. Here the employee is also asked to share his
training experience with others.

5. Wage And Salary Administration

Wage and salary represent a substantial part of total cost in the organization.
Wages are given as per the wage board constituted by the central board of
India. Depending on revenue different classes are formed and under each class
so many scales are prescribed and under each scale different designations are
there.
Salary= Basic Pay+DA+HRA+CCA
Here HRA is calculated at 12% of the basic pay
6. Performance Appraisal System
There may be some differences in the quality and quantity of work done by
different employees even on the same job. The basic purpose of performance
appraisal is to facilitate orderly determination of an employee worth to an
organization of which he/she is a part. The immediate supervisor evaluates the
work of the subordinate.
7. Promotion
Employees are given promotions to the higher post and positions are said
when vacancies are available when new posts are created at the higher level.
This promotion policy is based on merit, seniority, ability or its combination.
The selection board submits recommendations of promotions to the Managing
Director.
8. Transfer
Transfer is movement of an employee from one job to another without
involving any substantial change in this duties, responsibilities, status and
compensations. Transfer have number of objectives such as moving of
employees to position with higher priority in terms of organization goals,
placing employee in positions more appropriate to their interest or abilities or
filling department vacancies with employee from over staffed departments.
Employees are transferred to new units where experienced personnel are
required. Veekesy considers the employee requests for transfers.
9. Labor Welfare Activity
Labor welfare activity includes provision of various facilities and amenities in
and around the work place for the better life of the workers. Welfare services
relate to physical and social well being of the employees both within and
outside the organization. Within the organization it include provision of
medical benefits, recreationalfacilities, canteens, rest rooms etc. but inside the
organization welfare arrangements include provision for the housing society,
medical advance for the family, various economic services like Bonus, ESI etc
10. Safety Measures
Safety training is provided to the employees. The safety cell inspects the
factory on a periodic basic and suggests recommendations.
Slippers/shoes/uniforms are provided to the workers in the press. Washing
allowance and stitching charge are also given.
3.4FINANCE DEPARTMENT
Accounting and Finance is the heart of a business. Its functioning efficiently
directly affects the rise and fall of a business. It is possible to survive, for a
while at least, without an effective marketing plan, poor human resource
management and indeed a poorly designed business strategy finance is a very
essential to smooth running of the business No finance - no business No
business, whether big, medium or small can be started without an adequate
amount of finance. Right from the very beginning, i.e. conceiving an idea to
business, finance is needed to promote or establish the business, acquire fixed
assets, make investigations such as market surveys, etc., develop product,
keep men and machine at work, encourages management to make progress
and create value. These Departments are crucial to the financial well-being of a
company and ensure that there is money for day-to-day operations and
oversee investments strategies for future growth. The Finance Department is
also responsible for management of the organization’s cash flow and ensuring
there are enough funds available to meet the day to day payments.
Chart No:4 Structure of Finance Department

Manager

Assistant
Manager

Executive
3.4.1Financial Functions
• Preparation of Balance sheet and Profit & Loss Account
• Preparation of Annual Budget
• Preparation of cash flow statement
• Arranging finance for various financial needs
• Provide information regarding each receipts, payments, furnishing
information about sales tax, collecting sales tax returns, filing returns etc.
• Perform all works connected with insurance coverage of fixed financial
asset.
• Keeping personnel files of employees relating salary computation annual
increment.
• Quarterly and yearly financial report preparation.
Working Capital
Working capital refers to the amount required to meet the day to day
operations of the business. .
Cost Control
The costs are controlled in raw material and reduction to expense there is
limitation of utilization of funds. The company will always have the comparison
of budget actual.
Auditing
The auditing work is done by Charted Accountant. Auditing report will be
submitted in the year ending. There is an internal auditing system which is
done by the internal auditor.
Cost Volume Analysis
Profit of the firm mainly depends upon the 3 major factors that are
management cost, selling price and volume of production. A change in any of
the factors may affect the profit of the organisation. Cost volume profit
analysis aims at determining the effect of changes in volume of production
manufacturing cost and selling price and profit..Ratio Analysis
Ratio analysis is most widely used techniques of financial analysis. Ratio
analysis was perhaps the first financial tool developed to analysis and
interprets the financial statement.

3.5MARKETING DEPARTMENT
Marketing and Sales Department carry out two separate functions
nevertheless; they must interact closely with each other, as both are essential
parts for the marketing activities in each company. Each company has the goal
to fulfill customer needs and also to match the company’s sales target followed
by financial success.
After production process the products are being sold in the market according
to the orders taken by Marketing Department. The Marketing Department
studies the market and the target customers, decides the best way to reach
these customers, and works with the rest of the company to help determine
the new product needs of the market. The firm does continuous market
research, which helps the firm in planning and executing marketing strategies
for the future course of action. It also helps in analyzing the buyer habits,
popularity of product, and effectiveness of advertising media. It also helps to
collect information about marketing problems and opportunities
The company executives are directly taking the orders from the wholesalers.
The company has very good system for the supply of the products to the
wholesalers. The firm sent our products through parcel service to various
dealers based on their orders to respective places and doesn’t have connection
with any retailers. The product reaches the hand of customers through
retailers, who gets it from wholesalers.
The company manufactures products on the basis of demographic
segmentation. As a result, the firm produces products aiming youngsters, gents
and ladies at affordable price with high quality.

3.5.2Sales
Sale is the act of selling a product or service in return for money or other
compensation. Marketing and sales goes hand in hand. Sales promotion plays a
major role for the success of the CCL. Sales promotion influences the
customers for buying the products and also helps to meet competition and
helps in stimulating demands.
3.5.3.1 Sales Promotion Tools
Sales Promotion is carried out in two ways. Consumer’s promotion and
dealer’s promotion. Consumers promotion consists of providing coupons,
contest that the firm conduct and price offer for various products. For dealers
the firm conduct sales contest, give gifts, and turnover allowance based on the
amount products been purchased from the firm. Company provides scheme
called CCL for dealers based on their purchase for that particular year.
The Company conducts the Wholesalers Meet at least once in a year. By this
the company provides an opportunity to the wholesalers to interact with the
company and between the dealers. This helps to find problems, sort out
differences, and to formulate plans for future improvement in the market.
The adequate production, supply, good quality, affordable price of the
product, and the various marketing techniques used by the company helps
products to be a superior one in the market that satisfies the customer.

3.5.3 Structure of Marketing Department

Chart No: 6 structure of marketing department
 Channel Of Sales Promotion Advertising Market
Manager Research
Distribution Manager
Manager
Manager

Assistant

Manager

Assistant
Sales
Assistant Assistant
Manager
Executive Manager
Manager

3.7 HRD (HUMAN RESOURSE DEVELOPMENT) DEPARTMENT

Chart No :7Structure of HRD Department

HRD Department

Department Head

Executives

Junior Executives

Objectives of The HRD Department

HRD is associated with the following objectives:
Work Opportunity: HRD provides an opportunity and a systematic framework
for the development resource in the organisation for full expression of their
talents.
Development of Traits: HRD is associated with the development of total
personality so that these can show and use their talent for the benefit of the
organisation.
Ability development: HRD makes capable employees. Thus they can develop
their capability by which they can do their present job easily.
Creative Motivation: HRD manager motivates employees and improve their
level of performance.
Good Relation: HRD manager stresses the need of coordination which is used
for the benefits of himself and for the benefits of those who come in his/their
touch.
Develop team spirit: HRD manager develops the spirit of teamwork; team work
for it is used for the effective cooperation and coordination of each employee
which ultimately checks industrial unrest.
Organisational Growth: HRM manager is responsible for developing health,
culture and effective work plan which always result in more profitability.
Human Resource Development (HRD) is the framework for helping employees
develop their personal and organizational skills, knowledge, and abilities.
Human Resource Development includes such opportunities as employee
training, employee career development, performance management and
development, coaching, mentoring, succession planning, key employee
identification, tuition assistance, and organization development.
The focus of all aspects of Human Resource Development is on developing the
most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.
Organizations have many opportunities for human resources or employee
development, both within and outside of the workplace.
Human Resource Development can be formal such as in classroom training, a
college course, or an organizational planned change effort. Or, Human
Resource Development can be informal as in employee coaching by a manager.
Healthy organizations believe in Human Resource Development and cover all
of these bases.
Functions of HRD in CCL
• recruitment and selection
• training and development
• organizational development
• career development
Recruitment and selection
Recruitment refers to the overall process of attracting, selecting and
appointing suitable candidates to a one or more jobs within an organisation,
either permanent or temporary
Training
Improving the knowledge, skills and attitudes of employees for the short-term,
particular to a specific job or task.
• – Employee orientation
• – Skills & technical training
• – Coaching
Development
Preparing for future responsibilities, while increasing the capacity to perform
at a current job.
• Management training
• Supervisor development

Organizational Development
The process of improving an organization’s effectiveness and member’s well-
being through the application of behavioural science. Focuses on both macro-
and micro-levels HRD plays the role of a change agent
Career Development
Ongoing process by which individual’s progress through series of changes until
they achieve their personal level of maximum achievement.
– Career planning
– Career management
3.8 INFORMATION SYSTEM DEPARTMENT
System can refer to the use of automated methods to process commercial
data. Typically, these user relatively simple, repetitive activities to process
large volumes of similar information. The department enhances inter-
department and intra departmental flow of information and speedy data
processing .data access is controlled within and between departments.
Constant updating is done to catch up with modern developments “all
departments are interdependent and interrelated to each other for their
functioning” one department cannot operate without the absence of the other
.the performance of the company depends on the interdepartmental
functioning rather than the department wise functioning.
System manger plan and direct the operation of the electronic data processing
equipment, and select ,train , supervise and evaluate the work of the computer
operations staff. In planning the work of the department, system manager
evaluate the relative importance of various project, assign machine time and
personnel to complete it, and coordinate all project to produce a continuous
work flow and meet deadlines established by the management of user
departments. Since idle machine are expensive to the organization, one of the
prime responsibilities of the system manger is the effective utilization of all
data processing equipment through scheduling.
When their department encompass programming and system analysis
system manger generally review and approval all system chart and programs
prior to their implementation. They may also spend much time with the
analysts working out the requirement of a proposed job, defining the problem
and developing the program. If the system manger is not directly responsible
for new programs, he or she is usually consulted about the data operation or
other aspects of new program and may confer with programmers and analysis
regarding program problems that arise during a machine run.

Functions of system department;

1. Back up collections periodically in every 1 hour.
2. Attending and solving hardware and software problems.
3. Upgrading and solving as and when required.
4. Development of programs.
5. Email administration.
6. Maintenance of software throughout organization.
Salient features in system department:
Streamlines healthcare processes.
Single integrated view to patient for billing, collection, patient medical
history, discharge detail etc.
Easy query handling for instant decision of bed allocation for patient and
request for the bed transfer.
General and standardized health package for the OPD and IPD patients.
Built in work flow management for all functional areas.
Authentication and verification of entries through audit trail facility.
 Effective search facility to search any type of information related to
patient history.
Graphical presentation of the data for the top management.
Comprehensive reporting.
Easy centralized backup option.
Highly secure, remote access with alternatives devices.
Connectivity to multiple locations through web, wireless etc.
Real –time connectivity with web- portals.
Integration of multiple unit of hospital.
Bio-metric / smart card integration for attendance and security
purposes.
Interface with bar code scanners.
Challenges in system department:
Training and development given to different department
Errors and omission during entry
Fire or natural disaster
External attach and virus threat
Changing of old record into electronic record is time consuming process
lp the manager related to pricing
3.8.0Structure of IT Department
Function of system manager
• Database designing.
• Development of programs.
• System maintained.
• Continuous monitoring of database.
• Coordination with all department regarding doubts clarification.
• Upgrading of systems and reporting to administration.
 CHAPTER-4
SWOT ANALYSIS
SWOT ANALYSIS
SWOT ANALYSIS means determining the strength, weakness, opportunities and
threat of an organisation. Strengths of the firm can be its brand name,
effective workers; better management etc. weakness of an organisation may
be poor management, inefficient sales promotional activities, lack of
motivation etc. Opportunities of the organisation may be to capture new
market, innovation, attracting new customers etc. Threat can be the
competitors, high cost of production etc. If any organisation properly
understands what are its strength and weakness, opportunities and threats,
then the organisation can easily attain its desired objectives.
The following are the strength, weakness, opportunities and threats
4.1 Strength
•The company using technology in production.

•The company always maintains good employer- employee relationship

The company always maintains good employer- employee relationship. The
employees are satisfied with the attitude of the management towards them
and also the facilities provided for employees. Hence it was observed that
labour strikes, labour absenteeism and labour resignations were not a part of
the organization. The company provides excellent training programs for the
employees to improve their skills and productivity with in a lesser time.
The employees are getting the statutory benefits like Bonus, ESI scheme,
Employees Provident Fund, Festival Holiday Allowances from the company.
•The company follow Made to Order system.
The company follow the made to order system. The company will not keep
hold the materials in the factory. The materials will be purchased in
accordance with the order placed.
•CCL Company follow Lead time purchase.
The company follows lead time purchase system. Very rare companies are
following this system. So the company can accept order and purchase the
materials with in limited time.
•All the records are computerised.
The company records day to day operations systematically. So the company
can easy find the damage and missing.

4.2 Weaknesses

•Lack of infrastructure.
Space management or layout is concerned with arranging the machines and
equipment’s in such a manner that it facilitates the easiest way of production.
The production center of the company needs some more modifications in the
arrangement of machines.
•Lack of trained employees in the firm.
In the firm the employees are working with automatic and semi-automatic
machines. So employees must be trained how to operate these machines to
get result.
•Problem with Machines.
This is another major problem that the company suffers. If any repair works
are needed for the machines, the issue cannot be resolved locally; instead the
support of experts is required for resolving the issue.
•Non availability of materials in local markets.
Certain raw materials are not available in the local market. Hence the company
should purchase those raw materials from outside markets.
4.3 Opportunities

•The company have wide scope for Geographical expansion.

. The Company is further planning to increase its geographical area for serving
more and more customers and also at the same time the company focuses on
achieving a reasonable profit.
•Export market exploration and exploitation.
CCL is already having some of its operations
•The company can retain the customers through quality and variety of
product.
Retain customers through quality supplies and timely deliveries. It is very clear
that acquiring and maintaining loyal customers is more effective than any ad
campaign, marketing program, or public relations effort.
4.4 Threats
Every Company will have many threats when they are in the market. If a
company cannot overcome the threats then the company will not exist in the
market for long time. The threats must be analyzed by the marketing manager
through the market survey or various other methods.
•Chances of threat from agents and middleman.
•Entry of multinationals in domestic market.
•Threat of family owned business.
 CHAPTER-V
FINDINGS,
SUGGESTIONS AND
CONCLUSIONS
5.1Findings
1. Good management employee relationship, it will increase employee
satisfaction and maintain good morale among workers.
3. Adequate production and supply, it will reduce cost and wastage of time.
4. Continuous quality checking in every stages of production process,
continues checking is necessary for the quality stabilization of the product.
5. Separate supervisors for separate sections like manufacturing , marketing
etc so the productivity can increase.
6. Qualified employees, the employee must have the knowledge in his or job
along with associated hazards.
7. Well sophisticated machines and technologies are used for production for
the easy convertion of raw materials into finished goods.
8. Powerful advertisements and marketing activities directly controlled by top
management
9. Brand name, which helps the customers to identify and differentiate
product from another.
10 .Due to very good traditional background and experience of the company it
has reputation among the public
11. It was found out that the company provides effective training program
12. Company website is an effective tool to provide information about the
product and services
13. Heavy growing competition from other company is effecting marketing
14. The employees are getting the statutory benefits like Bonus, ESI scheme,
Employees Provident Fund, Festival Holiday Allowances from the company.
15. 100% of the employees are satisfied with their routine work and they feel
job security.
17. The main advantage of the company is the implementation of made to
order system in the production unit.The company will not keep hold the
materials in the factory. The materials will be purchased in accordance with
the order placed.
18. The company is not concentrating on promotional activities.

5.2 Suggestions

1.The company should introduce innovative models to attract youngsters.

Because they are always searching for new and trendy models. This strategy
could increase the market share of the company.
2.Advertisements have a vital role in every industry. So the company should
make advertisement with changing trend and preference of consumers.
3.The company can focus more on Export division thereby the export of its
products could be improved.
4.The company should provide awareness to the society about the investment
in coal
5.The company should give more attention to marketing field in order to face
competition
6.New ideas and techniques should be taken to maintain brand
8.The management should concentrate on Social services, so that the company
can get a good support from public as well as from Government.
10.Company can give more advertisement on mass media for outside
ranchimarket:It would in turn increase sales higher ratings and profit.
11.For reducing the cost company can install new automated machineries: It
increases productivity and reduce word load on employees.
12.Company can take direct feedback from customers for development of new
products:Getting feedback from customers can make the company to produce
products that would gain a higher customer satisfaction.
13.The company needs to update itself according to the new technologies in
the market to maximise quality production.
14.Company should utilise the railways to transport its materials which would
reduce the overall logistic cost.
16.More online promotion method could be implement so as to make aware
about the product in the mind of young customer.
19.More promotional activities could be implemented like sponsoring, TV
programs etc.
20.During the season time concern company should concentrate more on offer
and discounts so as to attract customers.

5.3 Conclusion
CENTRAL COALFIELD Ltd., RANCHI is the leading producers of coal amoung the
subsidiary company of CIL. Retailers are very important for the success of a
business, because they are acting as a link between the company and the
ultimate consumers. So their satisfaction is very important. Most of the
retailers are satisfied. Most of them said that it helps to increase their sales.
They also believe that customers are satisfied with the prizes offered in
products. The company, in its search of new heights, has reached a level of
quality which is remarkable. All the functional departments were thoroughly
studied and the strengths and weaknesses were found out. It was found out
that the employees were satisfied with the welfare policies which are in
practice and the scale of pay at presen. CCL wears is capable of converting its
threats into opportunities with the guidance and control of the top
management whose leadership quality is impeccable. This organization has a
good organization structure and culture. If company will concentrate on some
more good strategies and development company can grow steps higher than
now.