BPCL Report

Bharat Pumps And Compressors Ltd, Naini Allahabad
ACKNOWLEDGEMENT ACKNOWLEDGEMENT
It is a great sense of satisfaction and a matter of privilege for
us to work at Bhart Pumps and Compressors Limited.

We wish to express our heartiest thanks to Bhart Pumps
and Compressors Limited For providing us the opportunity to
undergo training in an esteemed organiation under such a
proactive environment! "ystematic work approach and target
oriented task management of this division provided us with the
much desired training experience needed for future
management professional.
I have very grateful dean #r. $.%."ingh! Co&ordinator
#r.$lok "hukla and my tercher #r.'.C.Pathak who direct me
for attaining the (ocational )raining and they manage to
contact Bhart Pumps * Compressors Ltd.
I am especially thankful to the +anager +r. "u,odh
+athur -"afety and W". and +r. '.B. "ingh -)raining officer.
whose valua,le guidance has developed creative instincts
during my pro/ect report.
I am also thankful to the +anager +r. ".%.Pandey -0#..
I am also thankful to staff mem,er of BPCL! %aini!
$llaha,ad for their kind co&operation through out my study.

PREFACE
Excellence is that attitude that human race is born
with. Human race is the environment that makes sure
that makes sure that whether the result of this attitude is
visible. Project Function Of Human Resource
epartment helps a lot in including the good work
culture. It provides linkage between the student and
community in order to develop the awareness of
community approach to solve the problems based on
board understanding of process and mode of operation
of a project.
During this period, the students get their real first
hand experience on working in the actual environment.
ost of the theoretical knowledge that they have gained
during the course of their studies is to put to test here.
!part from this the students get the opportunity to learn
the latest technology, which immensely help them in
their career.
I had the opportunity to have the real practical
experience, which has increased my sphere of
knowledge to a great extent. "ow, I am better e#uipped
to handle the thing than any one else who has not
undergone any such project does. During the project
period, I learned how an actual community progresses,
what sort of problems actually occurs during the
development of such projects, how to problems actually
occurs and so on. !nd being in such a reputed
organi$ation, I had but the best exposure.

CON!EN!
"# $eneral Bac%&round of the 'ndustrial Establishment
(# A )tud* of the Function Related to the Personnel and
the Administration
+# A )tud* of Function Related to 'ndustrial Relations
,# A )tud* of Function Related to Labour -elfare
.# Conclusion
/# )u&&estions
0# Biblio&raph*
GENERAL
BACKGROUND OF
THE INDUSTRIAL
ESTABLISHMENT
1')'ON23'))'ON 4 OB5EC!'1E
OF
BHAR! P63P) 4 CO3PRE))OR) L'3'!E
1')'ON
%o become an India "& in the field of fluid handling,
gas compression. 'as storage e#uipment, service ( project
mgmt.
3'))'ON
%o provide #uality products and service to core services
to core sector industries with special thrust on oil and natural
gas. )etrochemicals, *efineries, "uclear and %hermal )ower
)lants, +ertili$ers and )ublic %ransport services complying to
health ( ,afety re#uirements.
OB5EC!'1E)
%o increase market of our products ( services.
%o maximi$e customers satisfaction by providing #uality
products and services within stipulated delivery.
%o increase the business of spares and rendering prompt
offer sale services including refurbishment.
!chieve export turnover of -./ by 01123-1.
THE FOUNDATION FOR ALL IMPROVEMENTS
7Human Resource epartment8
BHARA! P63P) 4 CO3PRE))OR) L!#
NA'N', ALLAHABA 76# P#8
5 S
.9): is more a do# 't *ourself approach# Chan&in& the mindset is
;er* important for success of <.9)= pro&ram#
!he <.9)= are the fi;e %e*s to total >ualit* en;ironment# !hese are
fi;e 5apanese ?ords startin& ?ith<s=# !hese alon& ?ith their
correspondin& En&lish meanin& are as follo?s:
)E'R' @ )tartin&
)E'!'N$ @)*stematic arran&ement
)E')O 9 )pic 4 )pan
)E'AE!)6 @ )tandardiBin&
(For serene environment)
)H'!)6AE @ )elf discipline#
0=C ON BPCL
C : Concept of ?hat ' ?ant
C : Concentration of ?hat it ta%es
C : Commitment to achie;e 4see it throu&h
C : Consistenc* in ?hat ' do
C : Commitment of emotions
C : Character of hi&h >ualit*
C : Capacit* to enjo* it#

BHARA! P63P) 4 CO3PRE))OR) L!#
7A $o;t# of 'ndia EN!ERPR')E8
"aini, !llahabad30--1-1, 4.)., India
Profile
5harat )umps ( &ompressors 6td. the public sector corporate
enterprise was incorporated in -271 with manufacturing facility
at "aini, !llahabad, India.
ission and objective of the company in to research, design
and develop , manufacture and supply capital goods in the fluid
handling field including provision of services connected three
with to cater the need of 8il exploration and exploration ,
refineries ,petro3chemicals, chemicals and fertili$er, power
sector and process and down stream industries.
%he corporate philosophy also involves approach for %8%!6
94!6I%: !"!'EE"% ;%(< and %8%!6
)*8D4&%I=E !I"%!I"!"&E ;%)< in order to achieve
and substain a reputation for 9uality at &ompetitive &ost in
"ational (Industrial arkets for our products ( ,ervices
through collective involvement of hi3tech products heavy duty
pumps compressors and high pressers and high pressures
seamless and welded gas cylinders under one.
,uch high valued hi3tech products are function to the total
satisfaction of the customers with least maintenance cost (
optimum energy conservation.
H')!OR'CAL BACA$RO6N OF !HE
OR$AN')A!'ON
Bharat Pumps 4Compressors Ltd#
Bharat Pumps 4Compressors Ltd# >as set up in ?anuary,
"C0D at "aini, the %rans :amuna areas of the land. %he major
purpose of establishing the 5)&6 is to provide the specified pumps (
compressor to their customers for various process industries. 6ater on
it diversified its product line to include manufacture of 'as cylinders
also. 5harat )umps (&ompressors limited is specially a tailor made
and order based company .%he full fledge manufacturing process
started from the year -27@ onwards .%he company establish as a first
in the field of pumps and compressors .
%he technical know how its various products were re#uired
from foreign companies who were leaders in their own fields. %he
company started commercial production in -270
>ith the objective to design research and development and
manufacturer and supply of capital goods in the fluid handling field
including provision of services connected there3with, 5)&6 had
entered into technical collaboration with world famous manufacturers
of pumps, compressors and gas cylinders and high technology oil
e#uipments.
5)&6 which caters to need of care setters of economy of
Exploration, *efineries and )etrochemicals, &hemicals and
+ertili$ers, )rocess Industries, "uclear and %hermal )ower )lant,
Heat units in earlier phase technical collaboration with world
renowned manufacture heavy duty centrifugal and high pressure 'as
&ylinders and other hi3tech oil field e#uipment such as cementing unit
sucker and mud pumps etc..
8n -
st
!pril -2A7, 5)&6 became a subsidiary of 5harat
:antra "igam 6td. firmed as a holding company for six companies
that come under the department of heavy industry. ! apart from 5)&6
the other holding companies of 5harat :antra "igam 6td. areB..

-. 5H!*!% HE!=: )6!"%, ( =E,,E6, 6%D.
;VISHAKHAPATTANAM<
0. 5*ID'E !"D *88+ &8)!": ;C86C!%! <
@. %*I=E"I ,%4&%4*!6 6%D. ;!66!H!D!D <
D. %4"'5H!D*! ,%EE6 )*8D4&%, 6%D.
;C!*"!%!C!<
.. *I&H!*D,8" !"D '88D, 6%D.;45!I<

>hen the govt. launched the liberali$ation policy in -22-, the 5)&6
is referred to 5.+.I.*. in -220, due to the continuous running into
losses. 8n this basis issue, the management, union, 5.+.I.*. and the
govt. delicates are discussing for the future of the 5)&6.
'1ER)'F'CA!'ON EFFOR! OF BPCL E !he compan* has
embar%ed upon an ambitious plan to add its products ran&,
cementin& and fracturin& units, suc%er rod pumps, mini and
micro h*dro turbines, boiler feed pumps and nuclear pumps
besides, further eEpansion in its eEistin& capacit* in the area of oil
?ell drillin& pump is also en;isa&ed #!he di;ersification effort
?ould be directed to?ards self9sufficienc* in the capital &oods
re>uirement in the oil and petrochemical industries#
FAC'L'!F 'N BPCL 9%o cope with the challenge of indigenous
manufacturing highly technically sophisticated products, e#ualing
international standards of #uality and performance, 5)&6 has
installed a most modern and sophisticated special and general purpose
machines, assembly and testing shop, heat treatment and fabrication
shop. %he machining center has, in operationF the latest computeri$ed
numerically controlled ;&"&< and numerically controlled ;"&<
machines.
%est facilities in the factory are capable of full load testing of the
complete product range to 0111kw. Endurance testing is conducted
without affecting other test programs in the factory. ! strong design
department has been trained in application engineering,
thermodynamic calculations, hydraulic calculation and system design
in the areas of piping and instrumentation etc. ! computer aided
design center is being planned.
%o augment the functioning research and development, test
facilities for model testing in the centrifugal pumps areas and also out
to carry out life testing of expendables etc, is being set up.
5)&6 has fully groom installation and commissioning department for
rendering technical assistance and advice. !fter sales services
department not only keep a close watch on the performance of pumps
and compressors supplied by other foreign supplies. !fter having
achieved the expertise in the pumps and compressors engineers of
5)&6 are conducting seminars on varied product.

EPAR!3EN!E) OF BPCL
;-< ,%8*E DE)!*%E"% ;,G<
;0< )4*&H!,E DE)!*%E"% ;)G<
;@< )*8D4&% DE,I'" ( DE=E68)E"% ;)DD<
;D< !*CE%I"' DE)!*%E"% ;C%'<
;.< H4!" DE=E68)E"% DE)!*%E"% ;HD<
;H< +I"!"&E DE)!*%E"%
;7< '!, &:6E"DE* )6!"%
;A< >8*C ,H8) DE)!*%E"% ;>.,.<
;2< )*8D4&%I8" )6!""I"' ;)EG<
;-1< %E&H"868': DE)!*%E"% ;%,G<
;--< &I=I6
;-0< &I=I6 ( E,%!%E DE)!*%E"% ;E ( &<
;-@< 94!6I%: &8"%*86 DE)!*%E"% ;9&G<
;-D< )4) &8)*E,,8*, !"4+!&%4*I"' )6!"%
;-.< +EEDE*
;-H< %886 *88
;-7< ,)!*E )!*%, !"4++!&%4*I"'

BOAR OF 'REC!OR
NAME DESIGNATION ADDRESS

PHONE
NO

EMAIL ID

ABHAY
KUMAR JAIN
MANAGING
DIRECTOR
MANAGING
DIRECTOR,,
B.P.C.L. NAINI,
ALLAHABAD,
211010, INDIA

0532-
2687320

!"#$%&'()*+,*-../.#$
R.
MANOHAR
DIRECTOR
0NOMINEE O1
GO2T O1 INDIA3
B 510 PRAGITI
2IHAR LODHI
ROAD, NE4
DELHI-110003,
INDIA

011-
23063707

(.,$/'(%$#..#$
PALLE5ENA
RAJGOPAL
5HRIRAM
DIRECTOR
0NOMINEE O1
BHEL3
660 ANNA
5ALAI
NANDANAM,
CHENNAI-
600035, INDIA

077-
27373382

*(-'(#(,%&'89*--(../.#$
5.
DHANDAPANI
DIRECTOR
0NOMINEE O1
ONGC3
ONGC TEL
BHA4AN
DHERADUN -
278003

0135-
2763757

-:'$:*$#53%;'//../.#$
5HYAM
CHOUBEY
DIRECTOR
0NOMINEE O1
EIL3
7075, 5ECTOR-
B, POCKET-10,,
2A5ANT KUNJ,
NE4 DELHI-
110070, INDIA

011-
26101758

-..'/+&8;%8#9../.#$
FLO- CHAR! OF BPCL
C3
E
G
E
&
4
%
I
=
E
C$3
$3
$3
)R# 3ANA$ER
3ANA$ER

F# 3ANA$ER

$ENERAL FORE3AN )R# EN$# 2)R# EO# 2)R# A#O#

CH'EF FORE3AN EN$# 2P#O# 2E#O# 2 A#O#

)R#FORE3ANEN$# A#E# 2A#P#O# 2A#E#O# 2A#

FORE3AN 7-8 FORE3AN 2O#)#

)R# !ECH# CHAR$E3AN 2A#O#)#

H #)# -#
)#A#-# 999 "
st

)#A#-# 999 (
nd

)#A#-# 999 +
rd

)#)#-#

6#)#-#
L')! OF )EN'OR EGEC6!'1E 7A) ON D"#D.#(DDC8
,
4
)
E
*
=
I
,
8
*
"
8
"

E
G
E
&
4
%
I
=
E
)#N# Name 7s2shri8 esi&nation epartment
-. !.C.?!I" &..D.
333333333333333
0. C.&.?8,HI &' >8*C,
@. ,4DH!C!* &' +I"!"&E
D. !.C.!%H4* ' !*CE%I"'
.. D.C.)!%E6 ' )G
H. D.C.%H!C4* ' )EG ( HD
7. !"?!"I C4!* ' >.,I&.,.
A. !.C.)!"DE: D' ).D.D.;&DEI)DE<
2. !.C.,*I=!,%!=! D' %886 DE,I"
-1. '.C.)!"DE: D' 9.!I9.&.
--. *.".,I"'H D' E ( &
-0. ,:ED 45!*!C D' DE6HI 8++I&E
-@. 8.,H!H!54DDI" D' C%'
-D. 8H!" C4!* D' '&D
-.. *!?E"D*! *8: D' HD
-H. '!"E,H ?I ,I"'H D' )&
-H. ).C.!6=I:! ,*. C%'
-7 ?.).,I"H! ,*. ,5
-A
Financial Position of the Or&aniBation
During the year 011D3011H company improved its
performance substantially achieving a production level
of *s.-DD.11 crores. In 011D3011. company achieved
production level of *s.20.11 crores.
5efore the Duration of 011D company was in loss.
PERFOR3ANCE H'$HL'$H!
*s. In 6acks
(DD+9D, (DD,9D. (DD.9D/ (DD/9D0 (DD09DH (DDH9DC I
chan&e
o;er last
*ear
!urno;er .",D 0DDH C,,( ",+0( "C,.C (+/(+ ("#,I
!otal Earnin&s ,C(+ 0"", "D.+/ ".+,H (DD++ (."+, (.#,I
Net Profit2
7Loss8
7(,C,8 7"DH/8 "H, "C", +D.D +00DJ (+#/I
1alue added (,(( +,H+ ,C.C /",/ 0,C" C+,C (,#HI
1alue added per
emplo*ee
"#C+ (#HD ,#D( .#D/ /#/C H#HD +"#.I
Net ?orth
7'ndicates
ne&ati;e8
7""+,D8 7"("/"8 7""0".8 ./C/ H0(H "D"+" "/I
Contribution to
EEche>uer
HH, "(/C "+/D (".0 (0+H (""(JJ 7((#HI8
Orders in hand .,D+ ,H/H "+H/, "0DD+ (0/C" (C,DC /I
5)&6Js production target of the year 01123-1 is
0A. crore.
Ra? 3aterial 6sed in BPCL:9
=arious type of component is being used in the making of
pumps compressor and gas cylinders some of these are being used in
as if is condition. %here are some main parts of various pumps and
compressors and cylinder.
"# Reciprocatin& Compressor:9
Castin&: +rame slides bodiesJ cylinders and linear cylinder head.
For&in&: &rank shafts connecting rate cross heads.
Finished bou&ht out: &ylinder values control value, bearing
engine turbine etc. )ressure vessels3water cobbler volume bottle
radiator etc.
(# Reciprocatin& Pumps:9
Castin&: &rank shafts crosshead frame connecting rods.
For&in&: +ield stuffing box etc.
Finished bou&ht out: 5earing cylinder valves.
+# Centrifu&al Pumps:9
Castin&: )umps casing impeller bearing housing stuffing box
coves etc.
Finished bou&ht out: echanical seal instrument valves.
,# $as C*linder: 9 ,eamless pipe dished end valves necking cop etc.
)uppliers: 9 5)&6 procure the raw material and bought out from
various venders all over country according to technical re#uirement
for exampleK3
,ai 6td.
4,&8.
'EI Human Industries 6td. 5hopal.
,hanti 'ears 6td. etc.
PRODUT OF !PL
P63P) 4 CO3PRE))OR)
&entrifugal )umps
*eciprocating )iston )lunger )umps
*eciprocating &ompressors, &arbamate ( !mmonia )umps
,ucker *od )umping 4nits
&ementing 4nits
)umps for "uclear )ower ,tation !pplications
$A) CFL'NER)
High )ressure ,eamless Industrial &ylinders
>elded &ylinders
6)' DomesticIIndustrial &ylinder

RAN$E OF PRO6C!)
&entrifugal )umps
aximum )ower K 0.11 C>
aximum )ressure K -D1 C'I&
0
aximum &apacity K -0,111
@
IH*
+luid Handled K Demateriali$ed >ater, ,ew >ater,
Hydrocarbons, "aphtha, 6)', &arbonate
,olution, 5oiler +eed >ater, 5enefield
,olution, !lkaline and !cidic ,olutions,
!mmonia 6i#uor and ,lurry.
REC'PROCA!'N$ P63P)
aximum )ower K -711 C>
aximum )ressure K D.1 C'I&
aximum &apacity K Drilling ud, &ementing, ,lurry, &rude
8il ,tream, &ondensate Heavy >ater,
+atty !cid, !mmonium &arbonate,
6i#uid !mmonia, >ater Injection.
REC'PROCA!'N CO3PRE))OR)
aximum )ower K 0.,111 C>
aximum )ressure K D.1 C'I&
0
aximum &apacity K 71,111 "
@
IH*
'ases Handled K !ir "itrogen, 8xygen, Hydrogen, &arbon
Di 8xide, Hydrogen 3,ulphite, &oal 'as
etc.
$A) CFL'NER)
aximum )ressure K -D1 C'I&
0
aximum &apacity K --1 6iters
'ases Handled K 8xygen, "itrogen, Hydrogen, &arbon Di
8xide, "itrous 8xide, !cetylene,
!mmonia, &hlorine, +reon, 6)', etc.

3ar%etin& c*cle
%enderIEn#uiries from customer
arketing department
;*egister all tender<
Design application department
Design estimation department
arketing department
;)reparation of offer<
8ffer ,ubmitted to &ustomer

8ffer "egotiation
3 &ommercial terms condition
3 %echnical #uarries if any
).8. )laced by customer on suppliersIanufacturer
>ork order issued to the respective department
?ob manufactured
InspectionJs testing

)acking
Departure to customer
E#uipment Erection s commissioning
)ayment fallow upIcollection
;arketing Department<
%rouble shooting
;If any<
FLO- CHAR! OF NA!HER OF 3ARAE!'N$
E3AN LA!!ER
7'NFOR3A!'ON OF $OO)8
E)'$N EPAR!3EN!
Application Estimation Production
epartment epartment epartment
;'ood
)repared<
3ar%etin& 3ar%etin&
EPAR!3EN! EPAR!3EN!

,ending of offer sending of goods

3ar%etin& epartment

7Collection of mone*8
!ROAD USTOMER PROFILE

7A8 Refiner* 4 Petrochemicals
'N'AN O'L CORPORA!'ON L!#
BHARA! PE!ROLE63 CORPORA!'ON L!# MUM!AI
H'N6)!AN PE!ROLE63 CORPORA!'ON L!#
COCH'N REF'NERF L!#OHIN
!A3'LNA6 PE!ROPRO6C!) L!#
!A3'LNA6 PE!ROCHE3'CAL) L!#
3ARA) REF'NARF L!# 3ARA)
7B8 FertiliBers
'N'AN FAR3ER) FER!'L'KER CO9 OPERA!'1E L!#
FER!'L'KER CORPORA!'ON OF 'N'A L!#
H'N6)!AN FER!'L'KER) CORPORA!'ON L!#
NA!'ONAL FER!'L'KER) L!#
'N'AN EGPLO)'1E) L!# AANP6R
FA!C, COCH'N
RA)!R'FA CHE3'CAL) 4 FER!'L'KER) L!#
7C8 Oil 4 $as
$A) A!HOR'!F OF 'N'A L!#
'N'AN O'L L!#
ON$C
REL'ENCE
HPCL
BPCL
78 !hermal Po?er
NA!'ONAL !HER3AL PO-ER )!A!'ON
NEF1EL' L'$N'!E CORPORA!'ON L!#
COP!'1E PO-ER PLAN!)
7E8 Atomic Ener&*
A!O3'C ENER$F CO33'))'ON
BHABHA A!O3'C RE)EARCH CEN!ER
'N'RA $AN$H' CEN!RE FOR A!O3'C PO-ER
,AALPAAAA3
N6CLEAR PO-ER CORPORA!'ON L!#
7F8 Other 'ndustrial )ectors
NA!'ONAL AL633'N'63 CO# L!#
H'N6)!AN K'NA L!#
'N'AN 'RON 4 )!EEL CO# BOAARO,BH'LA',RA6RAELA
BHARA! HEA1F PLA!) 4 1E))EL)
BHARA! HEA1F ELEC!RON'C) L!#

Personnel 3ana&ement: 9 )ersonnel management is the
recruitment selection, development utili$ation of the
accommodation of the human resources by an organi$ation.
) 3 )lan
E 3 Evaluate
* 3 *ecruit
, 3 ,elect
8 3 8rgani$e
" 3 "egotiate
" 3 "ature
E 3 EnrichIEducate
6 3 6ead
%here is the no standard definition of the term.
L)ersonnel anagementM. However, it may be broadly
defined as that branch of anagement which.
-. Is concerned with human or man power resources of the
organi$ation.
0. Includes managerial function, ex3 planning organi$ing,
directing, controlling and coordination the activities of
personnel at work and operative function ex3
procurement, development, compensation, integration
and records of the organi$ation personnel.
@. +ocuses in the human relationship, fully recogni$ing the
uni#ueness of the human factor and its usefulness in
accomplishing the organi$ational objectives.
D. !ims to establishing harmony between the organi$ation
and individual goals as to ensure unity of direction and
effort.
.. ,eeks to accomplish the organi$ational goals and
through it, the satisfaction of various need of personnel
working within it, including the community at large.
)ersonnel department plays an important role in any or in any
&ompany. >e can not ignore the importance of personnel
department. In personnel sceneries a personnel manager must
have the knowledge of psychology because it helps to
improve self3confidence willpower and decision making.
,o personnel department plays key role in any
organi$ation and also of 5)&6 following are the
functions of personnel or H.D. Department. H.D. means
Human Development. It is the new concept of personnel
or H.*.
-. an power planning.
0. *ecruitment and selection.
@. %raining and anagement Development.
D. )erformance appraisal.
.. otivation and job satisfaction.
H. 'rievances settlement.
7. Discipline.
A. )romotion and Demotion.
2. %ime Ceeping.
-1. *ecord Ceeping.
--. Exit )olicy

EGEC6!'1E
L6AN!'!F
NON
EGEC6!'1E

L6AN!'!F
3 " CH'EF FORE3AN +0
C $ 3 ( )R# FORE3AN (("
$ 3 , FORE3AN 7-8 (/C
$ 3 "D )R# !ECH ",+
) 3 "C H ) - ,C
3ANA$ER (, ) A - 9" (/
3 00 ) A - 9( ((
)R#EN$'NEER (+ ) A - 9+ "(
EN$'NEER (H ) ) - "(
A))!#
EN$'NEER
,C 6 ) - "H
A))')!#OFF'CE
)6PER'!ENEN!
"D
!O!AL (,0 !O!AL HDC
!O!AL )!REN!H M "D./

PAF PAAA$E
5!,I& )!:
DE!*"E,, !668>!"&E
H84,E *E"% !668>!"&E
&I%: &8)E",!%8*: !668>!"&E
%*!",)8*% !668>!"&E
)*8D4&%I8" I"&E"%I=E,
E6C!'ON:9
"(I for emplo*er
"(I for emplo*ee
'nsurance policies
Loans 4 Ad;ances
Pa* )cale
Pa* scale 7Non9EEecuti;es8
-or%men Cate&or* Pa* slabs )cale
6)- ,".D9CD9/,DD "
))- ,+.D9"DD9/H.D (
)A- ''' ,..D9"".90,(. +
)A- '' ,0(.9"(.90H.D ,
)A- ' ,C(.9"+.9H+DD .
H)- .(0D9",.9HHC. /
)R# !ECH# ./DD9".D9C+.D 0
FORE3AN 7-8 /DDD9"/D9C/HD H
)R#FORE3AN /,DD9"HD9"DDDD C
CH'EF FORE3ANE H/DD9(.D9",/DD "D
$EN# FORE3ANE "D0.D9+DD9"/0.D ""
Pa* )cale 7EEecuti;es8
)uper;isor Pa* slabs )cale
Char&e man ./DD9".D9H/DD ("
Foreman /DDD9"/D9C(DD ((
Assit# En&r /,DD9"HD9"DDDD (+
Officer pa* scale
En&r#2officer H/DD9(.D9",/DD ."
)r#ER2)R officer "D0.D9+DD9"/0.D .(
*# 3ana&er "+DDD9+.D9"H(.D .+
3ana&er ",.DD9+.D9"H0DD .,
)r# mana&er2Chi ef "/DDD9,DD9(DHDD ..
*# $en# 3ana&er "0.DD9,DD9((+DD ./
$en# 3ana&er "H.DD9,.D9(+CDD .0
C#$#3# (D.DD9.DD9(/.DD .H
3## (.0.D9/.D9+DC.D 0D
A STUDY 0F THE
FUNCTIONS RELATED
TO THE PERSONNEL
AND THE
ADMINISTRATION


$ 3 7H 4 PEG8

)R# 3# 7H8

3ANA$ER 7H8

!RA'N'N$
F# 3ANA$ER
$A
!'3E OFF'CE
F'RE

-ELFARE 3E'CAL CLA'3 LE$AL CA)E E)!ABL')H3EN! RECR6'!3EN! PRO3O!'ON,
4 )ELEC!'ON E3O!'ON 4
!RAN)FER
CAN!EEN
Function of H## epartment in BPCL

-. 5oard !genda
0. &onfidential ,ectionI!&*s
@. )ay +ixation
D. ,elf !ppraisalI)robation matter
.. Establishment
H. Disciplinary action
7. D.).&. ;Departmental )romotion &ommittee<.
A. inistry affairs
2. ,&I,% atter
-1. Department !ttendance
--. aintaining )ersonnel +iles of Employees
-0. 'ate &ontrol
-@. =*,
-D. 6eave %ravel &oncession
-.. edical !dvance for Hospitali$ation in authori$ed
Hospitals of !llahabad.
-H. 6I&
-7. I,, anpower
-A. *ecruitment ( ,election
-2. )+, 5ank related matter
01. 6abour ,upply
0-. aintaining )ersonnel +iles.
M"n Po#er P$"nnin% in !PL&'
5)&6 considers man power resource more important as compared to capital
and physical resource. %herefore it has given very high importance to man power
management and undertakes various activities of purpose.
)rocess of man power planningK3
+ollowing are the steps involved in man power planning process3
a< !nalysis of the system.
b< Deciding the time hori$on of the plan.
c< +orecasting the demand for and the supply of man power.
d< *econciliation and.
e< )reparation of action plan.

"reer P$"nnin%&'
If any organi$ation want to retain its employee it must satisfy their innate
aspiration for growth and development in their career plan is blue print in
which the entire career of employee is mapped out from the point of their entry
into the point of their retirement from the organi$ation.
Re(r)itment&'
L*ecruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organi$ationM.
,ourcesK 3 %here can be two sources of recruitment3
InternalK 3 ;I< )romotion, ;II< %ransfer.
ExternalK 3 ;I< !dvertisement, ;II< Employing agency
;III< &ampus interview, ;I=< Deputation.
%he recruitment of >orkers and anagers are not being done due to lack of
work and financial crisis. %he establishment is running in financial crisis and
the 'overnmentJs police is shed the surplus employees. %herefore the
recruitment of new personnel is not being carried out.
,ince thee government has banned the new recruitment there is no job
analysis now a day. !t the time when the &ompany started job analysis was
being carried out before the recruitment of workers. %he company has selection
process of employee and 8fficers. !pplication blanks had been at the of
recruitment.
=acancies are to be filled though promotion while 7./ of under recruitment
policy of 5)&6 for Executives 0./ vacancies are to be filled through outside
sources.
4nder the policy, "on3executives posts are also to be filled in the same
manner, i.e. 0./ through promotion and balance 7./ through recruitment
from.
In open recruitment, the vacancies as to be filled in through Employment
exchange. In case of non3availability of sufficient number of suitable
candidates through Employment Exchange, an open call of the candidates is to
be made through loading newspapers, like %imes of India, Hindustan %imes,
and %he Hindu etc.
8ther sources like 4niversity Employment 5ureau, District ,oldiers,
,ailors and !irman 5oard, etc. are taken into consideration for non3
professional jobs. &opies of advertisement are also forwarded to local .6.!s.
.6.&s. .)s. for forwarding suitable candidates.
!t the times of establishment of 5)&6, the policy of sons of the soil in
selection procedure had also been applied and appx. D11 Displaced )erson
were selected, trained in their %raining &enter in various fields, and there after
absorbed in regular employment of the company. any of them are still
working in the organi$ation.

Se$e(tion Pro(ess in !PL&'
%he &ompany adopts a systematic and integrated selection process to
select to the best possible candidates. 5)&6 select the process can be broken
into these steps.
7i8 )earchin& of application: 9 %he company usually receive a large number of
application is used to serene the application who are found to be #ualified
for consideration of employment the selected candidates are called for
further process of selection.
7ii8 )election test: 9 +or identification of disciplinary knowledge, aptitude
interest, personality 5)&6 organi$ed various of test, the selected
candidates are called for further process.
7iii8 'nter;ie?: 9 %he selected candidates are called for interview. In interview a
panel of selection tries to the actual capacity of the candidates. In the case
of campus selection, interview conducted before the selection test.
,ometimes physical examination is carried out to a certain the physical
standards of employee.
7i;8 Chec%in& reference and appro;al: 3 5efore placement &ompany checks the
reference giving by candidates and after the approval of appropriate
authority ;function head< the candidates are informed about their selection
and asked to report for duty to specified person.
7;8 Placement: 9 !fter all formalities are completed the candidates are placed on
probation basis. )robation period may range from three months, two years
duration this they are observed keenly and when they completed this
successfully they become permanent employee of 5)&6.

"oteK 3 ?ob analysis done before the recruitment of workmen in 5)&6.

In*)(tion "n* +o, P$"(ement&'
InductionK 3 Induction is the process of a including a new employee into the
new social setting of his work. %he step should be taken into account two major
objects.
+amiliari$ing the new employee with his new surrounding and
&ompany rules and regulations.
Integrating his personal goals the first object is generally easy to
achieve the information which is commonly passed on the new employee
covers the following subject3
'# &ompany history, products and major operations.
''# 'eography of the plant.
'''# ,tructure of the organi$ation and function of the various departments.
'1# 'eneral &ompany policies and regulations regarding wages and payment her. 8f
work and overtime, safety and accident, discipline and grievances.
1# Economic and recreational services available.
1'# 8pportunities for promotion and transfer, performance appraisal and suggestions
system.
BPCL is having a system of induction and further job placement at
various work centre limited not in 5)&6 industries at head of parameter but
outside the !llahabad at various regional officer and successfully running till
date within organi$ational frame work limit after inception of 5)& for enter
employee with consist workman supervisory and officers &adre.
Placement: 9 )lacement is decision to place a selection selected individual
in one job than in another. In placement the task is too much position with people
so that each individual is assigned to that position where he likely to make the best
use of his ability consistent with re#uirement of his ability consistent with
re#uirement of his total working group.
In such situation the individual is already employed and the placement
decision is then made to him to the job for which he is considered to be the best
#ualified.
Tr"inin% "n* M"n"%ement Deve$o-ment "t !PL&'
5)&6 has separate training and development that took care of skill
knowledge and attitude improvement for the entire work force.
I*enti.i("tion o. Tr"inin% nee*&'

%raining needs are identified by different devices at 5)&6. %hese areK
%he immediate supervision and executive find out the problem and
weakness of workers and purpose for training to the H8D.
,elf appraisal form fill out by managerJs executive annually with a
column of training re#uirement by observation of previous records

Tr"inin% "n* *eve$o-ment -ro%r"m "t !PL&
5)&6 organi$e different type of program through internal and
external bodies. %he main content of these programs are3
'# Emplo*ees !rainin&: 9 +or the training of employees 5)&6 organi$e several
types of programs through internal and external bodies. %he main contents of
these programs are3 office management, attitude towards work. 9uality circle,
I,8 211-, fire and safety. Interpersonal relationship, communication techni#ue,
discipline work culture, behavior at work, production computer awareness.
''# Apprenticeship trainin&:3 5)&6 also organi$e apprenticeship training under
the apprenticeship act -2H-,7@, and 7., under this scheme students from various
academic side come to 5)&6 for the practical knowledge of technical and
industrial environment. 5)&6 organi$e three types of apprenticeship training.

;a< 'raduate student management training.
;b< Diploma training.
;c< %rade apprenticeship for certificate holder.
'''# Customer trainin&K 3 %his training program is also called Lspeciali$ed
technical training on pumps and compressorsM. In this program 5)&6 calls
their customer and give special training related with pumps and compressors.
'1# )uper;isor 7middle mana&ement8 de;elopmentK3 +or development the skill
knowledge and attitude of supervisor, 5)&6 organi$e several programmers.
%he main contents of these programmers are3
7a8 6eadership 9ualities.
7b8 &ommunication.
7c8 >ork culture.
7d8 %eam spirit.
7e8 I,8 2111 revised.
7f8 )roductivity.
7&8 !bsenteeism and its effect on production.
7h8 &omputer management
7i8 8ffice management
7j8 'roup dynamic
7%8 Domestic en#uiry
7l8 %9, %9)
7m8 )roduction.
1# EEecuti;e de;elopment:9 +or the conceptual philosophical and attitudinal
development of executives. 5)&6 organi$es several types of internal and
external programmers. %he major contents of these programmers are3
7a8 Domestic en#uiry.
7b8 5uilding compare image.
7c8 +inance for non3finance executive.
7d8 9uality management.
7e8 arketing strategy.
7f8 aterial management.
7&8 8rgani$ational behavior.
7h8 Human resource.
7i8 &orporate governance.
7j8 Internal audit.
7%8 6ead LaccessoriesM course.

Per.orm"n(e A--r"is"$&'

)erformance appraisal is a systematic and objective way of judging
the relative worth or ability of an employee in performing his job. %hus it
emphasi$es on two aspects systematic and objectives.
Performance appraisal at BPCLK3 5)&6 takes up performance appraisal in an it
integrated way which includes level of employees.
%he results of performance appraisal are used in various pointsK3
;a< !nnual IncrementK 3 %hese are no use of performance appraisal result
in fixation of annual increment.
;b< )romotionK 3 )erformance appraisal plays a significant role in
promotion based on merit.
"oteK 3 %here is no any proper system of potential appraisal at 5)&6 some
time potential appraisal has been arranged by self appraisal method.

PERFOR3ANCE APPRA')AL )HEE!
,ection B.......................... Department BBBBBBB..

-. "ame BBBBBBBB. 0. &lock "oBBBBBBBB
@. Date of birth BBBBBB D. !cademic 9ualificationBB.
.. )resent DesignationBBB H. %radeBBBBBBBBB..
7. ,cale of )ay BBBBB.. A. Date of %raining in 5)& if anyB
2. Date of appointment to present grade BBBB
-1. "ature of work done BB..
--. Cnowledge of work
a. %horoughness
b. Intelligence (
'eneral ability
c. Independence I
,oundness of option
d. )roper ( economic
use of achinery
-0. %urn3out of work
a. Daily output
b. 9uality of work
c. )romptness and
accuracy
d. &ontrol over
refection
-@. >illingness to work
a. )reparedness to work
voluntarily and with
$eal
b. !ptitude, initiative,
interest and courage
c. *esourcefulness
d. >as he responsible
for any outstanding
worksN
-D. *eliability
a. 6oyalty to company
b. !bility to keep
secrecy
c. ,ense of
responsibility
-.. 'eneral 5ehavior
a. &orporation
Irelations with
fellow employee (
supervisory
b. %actfulness
c. !cceptance by
others
-H. %idiness
a. aintenance of
machines
b. Ceeping place of
work clean (
orderly
c. )resent ability,
!ssessment by initiating officer
8ut
standing
=ery
good
'ood fair poor arks
*emark
01. Integrity
a. ,pecify if any thing adverse
"oticed 'oodIaverageIpoor
b. Defect in character which militates
against efficiency and suitability
0-. Health :esI"o
a. >hether it affects workIefficiency
00. +itness
a. +or completion of probationary a. +it
trial period b. "at year fit case to be
reviewed
b. +or crossing efficiency bas offer month
0@. +itness for promotion
a. Is he ready nowN
b. If not, when will be ready bearing
is mind, training and experience
re#uiredN
0D. +itness for supervisory post BBBBBBBBBBBBBBBB..
0.. 'rading3
8utstanding A1 to -11 marks
=ery good H1 to 71 marks
'ood .1 to .2 marks
)oor up to @2 marks
)E*+8*!"&E !))*!I,!6 D4*I"' )*85!%I8" +8*
PER'O: 9 99999999999999999999999999999999999999999999999999999999999999999999999999999999
NA3E: 9 999999999999999999999999999999999999999999999999999999999999999999999999999999999
PER)ONNEL NO: 9 999999999999999999999999999999999999999999999999999999999999999999999
E)'$NA!'ON: 9 999999999999999999999999999999999999999999999999999999999999999999999
EPAR!3EN!99999999999999999999999999999999999999999999999999999999999999999999999999
!AR$E!)2!A)A A))'$N3EN!
Performance Ratin&
71#$#2$OO2A1ERA$E26N)A!')F'E8
"# 9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
(# 9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
+# 9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
,# 9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
An* other comments of Reportin& Officer on EEecuti;e2Non9eEecuti;e as also
correcti;e action ta%en b* R#O# 999999999999999999999999999999999999999999999999999999999999
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
Comments of re;ie?in& officer includin& correcti;e action ta%en
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
99999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999
99999NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
NA3EOOOOOOOOOOOO E)'$NA!'ONOOOOOOOO
A!EOOOOOOOOOOO )'$NA!6REOOOOOOOOO#
NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
REPOR!'N$ OFF'CEROOOOOOOO
RE1'E-'N$OOOOOOOOOOOO#
Motiv"tion&'
%hough 5)&6 is passing through a critical phase of financial problems, yet
the employees of the organi$ation are satisfied with their job and work
environment. %he management is aware of aslowJs theories. anagement
applies the Her$bergJs motivation theory. anagement is aware of c
'regoryJs motivation theory. >orker is rewarded for outstanding work
done. %hey are praised for their remarkable work. %hese are however
considered as and then re#uired. O)ositive and "egative otivationJ and
O+inancial and non financial otivationJ are in practice.
+o, s"tis."(tion &'
In short job satisfaction is general attitude which is specific attitude in
three areas namely, specific job factor, individual factors and group
relationship at side the job.
%hese are proper and systematic system of motivation at 5)&6, but
for job satisfaction 5)&6 gives incentives according to production ;"et
profit< to his employees for maintaining higher level of job satisfaction.
! work who attends more than 0H days in onth &ompany provide
them attendance bonus whish is *s.@1.
anagement knows well theory :. P, aslow, Her$berg and =roomJs
theory of motivation but often practically Her$bergJs theory is used.
/riev"n(es sett$ement&'
If grievances are being not settled in itJs primarily condition, then it
may be turned into industrial dispute, so first responsibility of personal
administration is to solve the grievance at the time.
In 5)&6 there is a clear procedure of grievances settlement. )ersonal
department plays major role in grievance settlement.
,tep of 'rievance settlement procedureK3
'# >ritten complain.
7a8 ,elf.
7b8 5y union leader.
''# En#uiry of complain by appropriate authority
'''# Implementation of settlement.

$R'E1ANCE FOR3 NO# "
;*e#uest for consideration by Head of DepartmentI>ing<
I. "ameQQQQQQQQQQQQQQQQQQQQQQQQQQQQ )ers. "o.QQQQQQQQQQQ
DesignationQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
DepartmentQQQQQQQQQQQQQQQQQQQQ ,ection QQQQQQQQQQQQQQQQ

'rievanceK
QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
I wantIdo not want personal Hearing.
DateK QQQQQQQQQQQQQQQQQ ,ignature of employeeQQQQQQQQQQQQQ
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB.
II. &omments of the Head of ,ectionK
*eceived onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQQ amIpm
+orward onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQQ amIpm
DateKQQQQQQQQQQQQQQ ,ignature of Head ,ec.QQQQQQQQQQQQQQ
III. &omments to the Head of DepartmentK
*eceived onQQQQQQQQQQQQQQQQQQQQ at QQQQQQQQQQQQQQamIpm
+orward onQQQQQQQQQQQQQQQQQQQQQQ at QQQQQQQQQQQQamIpm
DateKQQQQQQQQQQQQQQQQQQ ,ignature of H8DQQQQQQQQQQQQQQ

I=. Decision of the Head of DepartmentIDivisionK
*eceived onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQ amIpm
Delusion con mulcted onQQQQQQQQ at QQQQQQQQQQQQQQQamIpm
DateK QQQQQQQQQQQQQQ ,ignature of H8DIQQQQQQQQQQQQQQQQQ
Head of Division
;In case more space is re#uired, please use additional sheet<
$R'E1ANCE FOR3 NO# (
;*e#uest for consideration by 'rievance &ommittee<
I. "ameQQQQQQQQQQQQQQQQQQQQQQQQQQQQ )ers. "o.QQQQQQQQQQQ
DesignationQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
DepartmentQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
$rie;ance:
I wantIdo not want personal Hearing.
DateK QQQQQQQQQQQQQQQQQ ,ignature of employeeQQQQQQQQQQ
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB
II. &omments of the Head of DepartmentK
*eceived onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQQ amIpm
+orward onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQQ amIpm
DateK QQQQQQQQQQQQQ ,ignature of Head of DepartmentQQQQQQQ
III. &omments to the Head of DivisionK
*eceived onQQQQQQQQQQQQQQQQQQQQ at QQQQQQQQQQQQQQamIpm
+orward to ,ecretary, 'rievance &ommittee at
on QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQamIpm
DateK QQQQQQQQQQQQQQQQQQ ,ignature of DivnQQQQQQQQQQQQQQ

I=. *ecommendations of the 'rievance &ommitteeK
*eceived onQQQQQQQQQQQQQQQQQQQQ atQQQQQQQQQQQQQ amIpm
,ubmitted to anaging Director on at QQQQQQ at QQQQQQQamIpm
DateK QQQQQQQQQQQQQQ ,ignature of theQQQQQQQQQQQQQQQQQQQQ
,ecretary, 'rievance &ommittee
=. Decision of the anaging DirectorK
DateK QQQQQQQQQ ,ignature of .D.QQQQQQQQQQQQQQQQQQQQQQ
=I. "aet by the ,ecretary, 'rievance &ommittee, on action takenK
DateK QQQQQQ ,ignature of the QQQQQQQQQQQQQQQQQQQQQQQQQQQ
,ecretary, 'rievance &ommittee
;In case more space is re#uired, please use additional sheet<
Dis(i-$ine&'
Discipline is a compulsory factor for a systematic group either
the group is a club, society, company, organi$ation or trade.
%he concept besides discipline is to control the individual goals
and work together to achieve organi$ation goals in group.
%he general condition of discipline at 5)&6 is not satisfactory due
to lack if punishment to la$y and inefficient workers. Due to this non
satisfactory discipline condition. Industrial morale, production,
efficiency.
Dis(i-$ine -ro(e*)re&'
Disciplinary action can be taken against any employee violating
the rules and regulating of the 5)&6 standing order, disciplinary
authority can appointed by D or any other authori$ed person on the
behalf mainly the personal department I change disciplinary
action.
+irstly advice note is given by the supervisor to employee. In the
condition of not improving workers behavior a charge sheet issued
against the person maintain the charges and asked for classification to
disciplinary authority and en#uiry be set to investigate the charges.
It the charges are found correct then employees will be punished for
his unfair act.
Pen"$ties&'
%he following penalties may, for good and, sufficient reasons, and
as hereinafter, be imposed on employee for misconductK3
7'8 3inor Penalties#
&ensure.
+ine.
>ithholding of increment or promotion.
7''8 3ajor Penalties#
,uspension as substantive punishment for not more than
four days at a time.
*eduction to a power grade or post, or a stage in a time
scale.
*emoval from service.
Dismissal from service.
3isconduct:9
isconduct shall be deemed to include the followingK
;i< Habitual late attendance, willful or habitual absence from
duty without level or without sufficient cause.
;ii< "egligence or neglect of duty, malingering, loitering, idling,
wasting time during working hours and willful slowing down in
he performance of work or inciting others to do so.
;iii< 6eaving station without permission.
;iv< 'ambling, drunkenness, intoxication, riotous or disorderly or
indecent behavior, threatening intimidating, coercing other
employees or interference with work of other employees.
;v< !cceptance of gifts from, and lending pr borrowing money to
or from subordinate employees.
;vi< Habitual indiscipline or willful insubordination or disobedience
of any lawful or reasonable order of higher authority and also
neglecting the order to word overtime in accordance with the
&ompanyJs regulation or any other law that may be I forced
force time to time.
;vii< 'iving false information regarding oneJs particulars for the
purposes of employment or concealing any facts about any
previous employment, age and other particulars in this respect
or giving false evidence at the time of any department en#uiry.
;viii< %aking or giving, offering or asking for brides or any illegal
gratification whatsoever, or indulging I corrupt practices.
;ix< !ssaulting or intimidation any employee of the &ompany.
;x< ,triking work or inciting others to strike work in contravention
of the provisions of any law or rule having the force of law.
;xi< &onviction by a court of law for any criminal offence involving
moral turpitude.
;xii< 5ranch of any law application to the works or of the conduct
rules and other rules or orders issued by the &ompany form
time to time.
;xiii< &ontracting another marriage while wifeIhusbands is still alive
or without any sound reason.
;xiv< Engaging in other employment whilst still in the service of the
&ompany without prior permission of the competent authority.
;xv< &ommission of any acts subversive of good behavior or of the
discipline of the &ompany.
;xvi< &anvassing for 4nion or party membership or the collection of
union or party dues, funds or contribution, etc. on the
&ompanyJs preiser or its precincts.
;xvii< 8rgani$ing, holding, attending or taking part in any meeting
within the &ompanyJs premises or its precincts without
permission from the competent authority, which is likely to
endanger the life or safety of any person.
;xviii< >illful falsification defacement or destructing of personal
records or any records of the &ompany.
;xix< !llowing an unauthori$ed person to operate &ompanyJs
vehicle.
;xx< ,urrounding or forcible detaining anagement or any of the
&ompanyJs 8fficers.
;xxi< )ossession of any lethal weapon on the &ompanyJs premises or
within its precincts without the prior permission of the
competent authority.
Promotion: 9 In 5)&6 organi$ation promotion is considered on the
following basis3
a# erit.
b# Efficiency.
c# )ast performance.
d# !ttendance.
%he employee who have completed four years of his regular
service under the above criteria, the personal depJt. *ecommended their
to board of direction for the promotion.
emotion:9
+or maintaining organi$ational health and discipline sometimes
demotion is being held in 5)&6. !fter disciplinary procedure
sometimes demotion takes up as punishment of savior guilty in the
resignation.
!ransfer :9
%he management has right to transfer any employee from one
department to another the employees are being on titled to the same
scale of pay and some seniority right as before.
In event of such as transfer the employee basic pay and scale of
pay will not be provided to his prejudice, but in respect of all other
matter, he could govern by such terms and condition of employment.
!*pes of transfer:9
-. )lantIDivision transfer.
0. =ersatility transfer.
@. ,hift transfer.
!ime %eepin&:9
%he time keeping is being held by punch card machine at time
keeping office at 5)&6 punch card machine and card are manufactured
by !ngle ,wiss &ompany E
;!< !ll employees will punch their card through punching machine
while entering and leaving the office.
;5< Employees not punching the card will be treated absent for the day,
if the departmentJs head does not conform the employeesJ location
during physical verification. %he department head has to also confirm
the employees in time and clear the reason for Ono card punchJ.
;&< %he time punching record is taking in to account for subse#uent
calculation of salary by the time office.
-or% shift at BPCL @
;a< AK@1 am to .K11 pm ;5reak E -0K@1 pm to -K11 pm<
;b< 0K11 pm to -1K@1 pm ;5reak E HK11 pm to HK@1 pm<
Record %eepin&:9
5)&6 provides the facility or records keeping to each
department by filling system. +or example the personal department
keeps the various types of file like E
;a< )ersonal.
;b< &onfidential.
;c< 6egal.
;d< Disciplinary.
;e< !dministrative etc.
EEit Polic*:9
5)&6 takes clear exit policy. %he employee can be exit from
the organi$ation after completing these provisions E
;a< &ompleting .A years of age.
;b< =*,.
;c< !fter death.
;d< *esignation.
;e< %ermination.
1R) 71oluntar* retirement scheme8:9
%he company provides two types of =*, scheme E
7'8 $ujarat )cheme: 9 %he salary of @. years for per pervious service
year R the salary of 0. for per remaining service to his employee
for =*,.
+.da*s P "o. of year service completed P 7Basic Q #A#8
7A8 NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
@1
0. days P No# of year service remain P 7Basic Q #A#8
7B8 NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
+D
7''8 H' Pattern:9 %he salary of D. days for per previous service year
to his employee for =*,.
EG9$RA!'A:9
%his is admissible at the rate of - ( S months pay for each
completed year of service, subject to condition that this should not
exceed amount of salary which may be drawn by that employee
from the date of release on voluntary retirement till the date of his moral
superannuation. In other words, in case the amount calculated on the
basis of - ( S monthJs pay for each completed year of service is more
than the amount, which would have been admissible to him till his
normal superannuation, then the salary for the balance period of service
shall be admissible.
In addition to Ex3gratia, the employeeJs option for =*, are also
entitled to receive "otice pay in case they are relieved before the expiry
of notice period, which is three months in case of Executives and
one month in case of "on3executives.
RE!'RE3EN! POL'CF:9
Every employee will stand terminatedIretired when he hasattained
the age of H1 years, unless the company has in the mean time agreed to
retain the employee beyond that age and he has agreed sot the
serve the company.
!t the time of retirement, an employee gets the following duesK
;a< 'ratuity
;b< 6eave Encase
;c< )rovident +und accumulation
;e< *etirement %raveling !llowance
$RA!6'!F:9
%his amount is paid as per the provisions of )ayment of
'ratuity !ct -270 and method of calculation is as underK
'ratuity T ;5asic R D!< x -. x "o. of years service rendered
0H
%he maximum limit of 'ratuity is *s. @,.1,1111 ;!ccording to .
th
pay
commission<

BENEF'!) 'N !HE OR$AN')A!'ON
LEA1E ENCA)H3EN!
Earned leave due to an employee on the date of his release, is
enchased, subject to a maximum of 0D1 days. %he method of calculation
is as underK
;5asic R D!< U "o. of years leave balance
0H
Casual Lea;e 7CL8:9 -0 days per year
3edical Lea;e 73L8:9 -1 days per year
Earn Lea;e 7EL8:9 @1 days per year
Production a?ard

!fter getting their production target in the company
production awards are also given in 5)&6.
CON!R'B6!ORF PRO1'EN! F6N
!s per section3H of the LEmployees provident +und and
iscellaneous )rovisions !ct -2.0M. %he employer is re#uired to
contribute to the provident +und in respect of each employee whether
employed by him directly or through contractor. %he rate of contribution
is -1percent of the 5asic )ay, Dearness !llowance and retaining
allowance, if any. ,imilarly an e#ual amount has also to be contributed
by the employees. However, if an employee so desires, he can
contribute any amount exceeding ten percent of his pay, towards
=oluntary )rovident +und, subject to condition that the employer shall
not be under an obligation to contribute over and above his
contribution payable under the provision of this section.
!ll the employees of 5)&6 are covered by the )rovident +und
,cheme under the provisions of this !ct and rules framed there under.
If an employee, on retirement or taking =*, has income %ax
amount in credit, the same shall be refunded to him. ,imilarly, any
amount is payable by the employee, the same shall be recovered from
his dues and remitted to the Income %ax Department employee, on
retirement or taking =*, has Income %ax amount in credit, the
same shall be refunded to him. ,imilarly, any amount is payable by the
employee, the same shall be recovered from his dues and remitted to the
Income %ax Department.
RE!'RE3EN! !RA1ELL'N$ ALLO-ANCE
!fter superannuation or voluntary retirement, an employee is
entitled to receive %raveling !llowance and charges for transportations
of his household goods to his native place, as declared by him in
his service records, or any other place in India. *estricted to the train
fare for his native place. 8nly trainIbus fare in respect of the employee
and his dependent family members is admissible. +or transportation of
household goods, freight by goods train is admissible to the extent of the
weight as per his entitlement. %hese are regulating as per clause--( 0-
of the %raveling !llowances and Daily !llowance *ules of the
&ompany.
In terms of clause 0@ of the said rules, this is admissible on
fulfillment of following conditions.
a< %he retirement traveling allowance should be availed of within six
month of his final retirement.
b< %he retirement traveling allowance will not be admissible to such
employees who intend to settle down at a place outside the Indian
4nion.
c< %he retirement traveling allowance will be admissible by the shortest
route to the employeeJs home town in India, as declared by him or to
the new place of settlement whichever is less.
)er;ice Certificate
As per clause @H of the &ertificate ,tanding 8rders of the
&ompany, every employee shall been titled to a ,ervice &ertificate at
the time of cessation of his employment on dismissal, discharge,
resignation, superannuation or voluntary retirement.
O1ER ALL )A!')FAC!'ON OF !HE -ORA3AN FRO3
PER)ONNEL POL'CF OF !HE OR$AN')A!'ON#
ajority of workers in 5)&6 are satisfied with the personnel
policies of the organi$ation. >e all know that 5)&6 is &entral 'ovt.
8rgani$ation so almost all the needs of employees have been provided
for.
%here are #uick redressal of the employees grievances, workers
participation in management is also encouraged, regular, formal and
informal meetings of management with staff council are held
periodically in which the matter pertaining to the improvement in
production. 5etter safety and working conditions are discussed.
,o we can say that the relationship between workers and
management continued to be satisfactory and the workers are satisfied
with the prevailing personnel policy of organi$ation.
A STUDY OF FUNCTIONS
RELATED TO INDUSTRIAL
RELATION
efinition of 'ndustrial Relation
LIndustrial relationM refers to a dynamic and developing which is
not limited to the complex if relation between trade unions and
management but also refers to the general web of relationship normally
obtaining between employers and employees a web much more complex
than the simple concept of labour3capital conflict.
LIndustrial relationM are an integral aspect of social relation arising
out of employers3employee interaction in industries, which are regulated
by the state, the legal system, and the workers and the workers and
employersJ organi$ation at the institutional levelF and of the patterns of
industrial organi$ation ;including management< capital structure
;including technology<, compensation of labor force and a study of
market force all the economic level.
!n industry is a social worked in miniature. !s an association
various persons3worker, supervisory staff, management and employers it
create an industrial relationship, this association often affects and
influences, for better of worse, the economic, social and political life of
the whole community. In other words, industrial life creates a series of
social relationship which have an impact not only on the relations
between employers and employees but also on the industry as a whole
and on the community at large industrial relations are therefore, an
inherent aspect of industrial life, and may be classified under the
following categoriesK3
a< 6abour3 management relations at plant and industry level.
b< 'roup relations among various groups of workers.
c< &ommunity relations between industry and society.
Here, we are concerned with -
st
category. %he main purposes of
industrial relations areK3
'# %o develop healthy labour 3 management relations.
''# %o maintain industrial peace and avoidance of industrial
strifeK
'''# %o develop and enhance industrial democracy.
Objecti;es of the stud* of the ?or%in& of '#R# 3echanism at BPCL
are as follo?s:9
%o know the extent of labour unrest being faced by the organi$ation.
%o study the relationship between a cordial I.*. and employee
performance.
%o study the steps taken by the )(! department to develop
organi$ational culture.
%o know weather the employees are aware about these steps and the
extent of their co3operation.
%o study the role of %.4. in developing a culture of co3operation.
Purpose 4 Objecti;e of )tud*:9
%he purpose of training is to enable us to gain more exposure and
knowledge about the real business environment. %HE &H!66E"'E,
+!&ED 5: %HE organi$ation in the changing business scenario due
to the 'lobali$ation and liberali$ation. %his scenario puts the
organi$ations to be competitive that means to product #uality products
at the less cost and pit them at right time in which further needs the
persons who are well #ualified and trained to match the job. %he
personnel and administration department of the organi$ation need
these challenges.
H* strives to maintain cordial industrial relations in the
organi$ations so as to establish industrial peace and harmony.
Industrial harmony is positive and comprehensives it postulates, the
existence of understanding, co3operation and sense of partnership
between the employers and the employees. Hence industry must aim at
industrial harmony and mutual co3operation, which is a state of
absence of conflict. %his in what H* aims at.
)cope:9
%he study covers all aspect of health safety welfare in accordance
with the +actories act -2DA, the Industrial disputes !ct -2D7, the
Industrial Employment ;standing orders< !ct -2DH etc and various
provisions relating to the labour legislation applicable to every level of
organi$ation employees, employees and their association.
!en Commandments of 'ndustrial Relation
!n organi$ation with LH*M approach must give priority to
establish and maintain conidial industry relations. !s an inverse
relations exist between industrial disputes and cordial industrial
relations, ;greater the industrial disputes the lesser would be the
cordiality of industrial relation<. Every manager, particular managers
attached to human resources management, must make him determined
effect to minimi$e of not fully wipe out, industrial disputer. %ow
methods can generally be wired for thin purpose,
Pre;ention of industrial disputesR
)ettlement of disputes#
Human recourse management of every organi$ation must educate its
managers to keep at least these commandments facilitating harmonious
industrial relations through out the organi$ationK3
a. >orkers must be considered an indispensable partner who deserve
attention, grievance redressal and need satisfaction.
b. Harmony must be ensured on attitudes, approaches, relations and
behavior with workers, i.e., managers must make it a policy in the
standing orders in cordial atmosphere.
c. *emember that everyone needs love, while the weak ones needs
more love. ! worker or employee may have weaker spots and
deserves more love, and hence try to give him love.
d. )ay their wages ( perks in time and foster and practice human
values, justice and e#uanimity.
e. Establish appropriate mutual communication mechanism and give
time to hear the workers grievances with sincerity and deal with
them with sympathy.
f. Establish and practice a redemptive approach to erring ;not criminal<
workersK give priority to settle the disputes cordially.
g. Establish, encourage and practice human relations backed by an
effective counseling process and common program out of work
hours.
h. Deal with the trade unions with determination vision, and
compassion.Vlet the devil have his due shareW and as or as possible
one union with internal leadership must be encouragedF Encourage
collective bargaining whenever necessary.
i. %he management and managers must accept accountability for
cordial I.*.F try to prevent disputes through fre#uent mutual
consultations.
j. Habitual and hardened criminals must be handled with managerial
determinationF Lno cobra should be allowed to continue after hurtM.

+unction of %rade 4nionK3
%here is only trade union in the organi$ation, named L5H!*!%
)4), !"D &8)*E,,8* C!*!&H!*I ,!"'HM %he union is
affiliated to Indian national trade union congress ;I"%4&<. !ll the
workmen are the member of the union and they pay -0I3per year for
their membership. %here being only one union, no inter union or intra3
union rivalry exit.
embers of trade unionK3
- )recident E 'eneral ,ecretary
0 =ice )resident E 0 ?oint secretaries
&ashier 3 8rganising secretary
%otal -2 members
%otal union 307 members
&hanging role of trade union K3
In recent years, the role of trade union has changed to a
considerable extent. In most of the industries, the unions given up. %heir
militant attitude and gradually adopting a co3operative and co3existing
role. %he change in the role of trade unions in India has forced the other
trade union also to change their attitude.
%he trade union of 5)&6 also has changed its attitude and has
become co3operative towards management. It is remarkable, that
industrial relation is congenial and harmonious. %here is no law and
order problem. %here is no cessation of work or production. It is very
good example of industrial peace and trade unionJs co3operation with
the management.
%he existing trade unions named L5H!*% )4), !"D
&8)*E,,8* C!*!&H!*I ,!"'HM come into existence in
-27D. %he first )resident and 'eneral ,ecretary were ,hri Hari Har *ai
and ,hri *.).,ingh respectively. %he present trade union members were
elected for one year. %he present president and general secretary are
shri. )hool &handra Dubey and ,hri 8.). %iwari respectively.
%he trade union on 5)&6 is very co3operative towards
management. %here is no law and order problem. %here is no cessation
of work production. It is a very good example of industrial peace.
Attitude of mana&ement to?ards ?or%ers:9
anagement to have changed its attitude towards their workers.
"ow the management does not treat them as servants, works wants
regard to their work, which is given by the management. anagement
of the organi$ation is fully aware of the problems of the workers.
Re;ision of salar* and allo?ances:9
%he last revision of salary and allowances was effective on
1-I10I-227 in respect of executive and non3executives respectively and
current revision is effective from 1-I1DI1A for all employees.
-a&e and salar* administration:9
any of the industrial disputers are closely related to the
grievances relating to wages. Hence a proper wage and salary
administration would help to prevent many of the industrial disputes.
%he term wage policy includes all systematic efforts of government in
relation to national wage system. It includes all government actions,
orders, acts, statutes, legislations, etc., to regulate the level or structure
of wages, with a view to achieving the objectives of social and
economic policy.
%he human resource managers may ensure at least seven aspects in a
man3oriented wages and salary administration system these areK
-. >age and salary surveysF
0. Determinations of wage and salary rulesF
@. ?ob education and performance evaluationF
D. erit ratingF
.. !ppropriate incentive scheme and a reward systemF
H. )eriodical incrementsF
7. !dministration ;humani$ation in administration<
)tri%e 4 loc% out:9
In incidence of strikes in the organi$ation is very rare. +rom its
inception in December -2AD till ?anuary -2A.. %here has been only one
strike in the years. December -2AD till ?anuary -2A.. ,ince ?anuary
-2A. there has not been any strike so far any lay3off or lock out or
retrenchment took place.
'ndustrial isputes
5efore we examine the ways and means for prevention and
settlement of industrial disputes, leHt us throw some light what is an
industrial disputes. &ontroversies, which take place in industrial
establishment, can be treated as industrial disputes. &ontroversies
between the concerned parties, particularly between management and
workers represented by their trade unions, may lead to industrial
conflicts and serious industrial relation problems.
!n industrial disputes can be define as a specific controversy,
conflict or difference of opinions between employers and workmen,
employers and employers, or between workmen and workmen in
industry in connection with employment, non3employment, terms of
employment, or working conditions of people in industry.
%he following general condition may exist in industrial disputes.
-. It should take place in an industry,
0. It must be connected with employment, non3employment, terms of
Employment or conditions of labourF
@. %he disputes must be related to a workman or nay other person in
whom the group has a direct and substantial interestF
D. In a sense, disputes are collective in nature, and not an individual
misunderstanding. However, even an individual may raise disputes in
connection with a termination of service dismissal, discharge or
retrenchment.
Pre;ention of disputes
In an industrial environment dominated by the H* philosophy,
prevention of industrial disputes must be given first priorityF prevention is
always better than cure. %hrough preventive methods are applied at various
levels sayF international level, national level, state level, industry level, and
unit level, the most effective prevention would be possible at the unit level
Pre;enti;e measures ?ith unit ma* include:
a< Effective human relations,
b< Effective counseling efforts,
c< 5ipartite bodies,
d< 6abour welfare measures and the institution of labour welfare officer.
e< ,tanding orders,
f< 'rievance procedures,
g< &ollective bargaining,
h< &ode of discipline,
i< )roper wage and salary administration,
j< >orker involvement in management and 9uality circles.
A# Effecti;e human relations:9
Human relations policy must not be just eyewash or just an
organi$ational philosophy. %he organi$ation in general and every manager
of the organi$ation in particular, must be committed to human relations,
and human relation must be a part and parcel of day3to3day activity. It must
be everyday practice of everyday practice of everyone in an organi$ation.
B# Effecti;e counselin& efforts:9
ost of the industrial disputes are stemmed from individual
grievances in every industrial organi$ation henceF preventing of individual
grievances and problem would go a long way in preventing industrial
disputes. &ounseling is an effective tool in preventing and solving many of
the personal problems that affects individuals in their work life. Hence,
counseling helps in preventing individual disputes.
C# Bipartite Bodies:9
Establishment of bipartite bodies, i.e., action groups consisting of
representatives of workers and management and their effective functioning
of may help to prevent industrial disputes.
?oint management councils are also bipartite it nature, with e#ual
representation of both workers and management. %hese are committees to
be consulted on specific matter like administration of standing orders.
# Labour ?elfare measures and labour ?elfare officers:9
>elfare works can be defined as efforts of the employers to establish
within the existing industrial system, working and sometimes living and
cultural condition of the employees beyond what is indispensable. %he
purpose of providing welfare amenities is to facilitate the development of
total personality of the working class by providing facilities for physical,
mental, psychological, cultural, social economic, moral and intellectual
development. It includes all activities and facilities including social
security. edical aids, working and living conditions, other facilities like
crXches, canteens, recreation, about education, transport facilities, and so
on.
,ince welfare enables the workers to enjoy a richer and fuller life by
providing him those amenities and conveniences of life which he himself
cannot afford to obtain.
If improves the economic conditions and efficiency of labour,
improves the productivity of workers by keeping them contented which
reduces the chances of industrial strife. If develops a sense of responsibility
and dignity among the workers enabling them to be worthy and
enlightened citi$ens.
!ccording to the factories act.-2DA, the appointment of welfare
officers has been than .11 workers are employed, and welfare officers be
employed. %heir duties, responsibilities, #ualifications etc. are to be
determined by the respective state government Vsection D13;0<W control
model rule 7 of section D2 list out duties of a welfare officer.
E# )tandin& orders:9
%he Industrial Employment ;,tanding 8rders< !ct.-2D2. !ims at
ameliorating the employer employee relations. Hence, proper
implementation of the standing orders may go long way in preventing
industrial disputes. %he employers are expected to define, with sufficient
precision, the conditions of employment under them and to make
conditions known to the workmen at the time of appointment.
F# $rie;ance procedures:9
any of the industrial disputes that result in grave repercussion
originate from minor grievances. If such grievances are redressed in time,
many of the disputes can be prevented. %his is the reason why grievance
procedure is stressed for maintaining cordial industrial relations. %he
government of India has drawn up rules for the establishment of a
grievance settlement authority at the unit level. Every industrial
establishment employing -11 workers or more in expected to constitute a
grievance settlement cell consisting 0 representatives of workers and 0
representing the management.
&ertain aspect to the taken came of in grievance handing areK
-. settlement at the lowest levelF
0. expeditions settlementF
@. %he aggrieved should be satisfied wherever possible.
%he grievance handling can be effective at the immediate superior level
first, failing which the department head should tackle it. %he grievance,
which will persist, may be taken to the grievance committee. In spite of the
failures, standing orders and grievance procedure methods help to prevent
industrial disputes.
$# Collecti;e Bar&ainin&:9
Effective collective bargaining is another tool for preventing
industrial disputes. &ollective bargaining is the process of negotiating
between management and the workers represented by their representative
for determining mutually agreed terms and condition of work which
protect the interests of both workers and the management. It provides
scope for mutual understanding the relation between workers and
management without sacrificing the interest of any of them.
%he features o collective bargaining isK
It is a collective action, which rests on the foundation of mutual
respect, tolerance and keeping contacts.
It is a continuous processF negotiations are its beginning.
It is not a one sided processF the interest of both the parties are taken
into considerations.
It makes industrial democracy to work effectively.
It is not static but dynamicF
It takes into account the day to day changes in policies potentialities,
capabilities and interestsF
It is accommodative since it accepts the views and interest of all the
parties concernedF
It is flexible since if provides scope for improvement from time to
time.
*estrictive practices and intimidation on the part of trade unions are
accused by the management while victimi$ation is complained by the
trade unions. However, collective strength of the trade union and
aggressive approach of trade union leaders make it necessary for the
management negotiator stimulates the trade unions strength to dictate
terms with the management in the collective bargaining. 8n the other
hand comfortable position and bargaining capability of the management
may make it difficult for the tradeJs union representative to make
coercive tactics in negotiations.
+ailure, of collective bargaining leads to disputes and direct actions
like strike and lockouts, while successful collective bargaining helps to
prevent industrial disputes and direct actions.
H# Code of discipline:9
In order to prevent industrial dispute, code of discipline was
considered to be instrumental. Indian 6abour &onference ;-2.7< had
resolved to evolve a voluntary code of conduct for both workers and
management.
%he following general principles were laid down after having
discussed at length, the #uestion of discipline in industry in the Indian
labour conference held in ?uly -2.7.
-. %here should be no lockout or strike without noticeF
0. "o unilateral action should be taken in connection with any matter of
dispute or differenceF
@. %here should be no recourse to go E slow tactics.
D. "o deliberate damage should be caused to plant or property.
.. !ct of violence intimidation, coercion, or instigation should not be
resorted to.
H. !ward and agreement should be speedily implemented.
7. !ny action, which disturbs cordial industrial relations, should be
avoided.
In order to consider these aspects and the relevant matters, a
tripartite sub E committee was appointed whose report recommending a
code of discipline is accepted with certain modifications.
%he code of discipline refrains both the parties from unilateral action.
It motivates the parties to make the best use of the exiting machineries for
the settlement of disputes.
'# -or%ers in;ol;ement in mana&ement and >ualit* circles:
!n organi$ation, which insures the wholehearted involvement of its
employees, would be able to prevent disputes. 9uality circles which
gain momentum now days in industrial organi$ation in India and the
#uality of work life program may also go a long way in preventing
disputes.
3achiner* for settlement of distputes:
Harmonious settlement of industrial disputes without detriment to
social justice is one of the basic objectives of Industrial *elations. !mong
the various machineries identified for effective settlement of industrial
disputes the following settlement machineries deserve a special mentionK
-. works committeeF
0. conciliation officerF
@. 5oard of conciliationF
D. &ourt of conciliationF
.. 6abour courtF
H. Industrial tribunalsF
7. "ational tribunalsF
3ana&ement of isputes:
!long the various elements, viaF relations elements, disputes
elements, trade union elements, conflict resolutions elements,
participation element, etc, disputes element is to be most cared for
H* intervention must prefer to prevent the disputes as far as possible
by compulsory adjudicationF every manager must advance on his part
to prevent disputes by removing irritants in the relation and providing
motivators to improve relations. )revention disputes must be a part of
every management system itself.
-or%ers participation in mana&ement:9
'overnment of India vide its letter dated 0A
th
8ctober -2A.,
introduced the scheme of worker participation in management and
desired to be apprised of the status of implementation of the scheme by
-
st
?anuary -2AH. It has been made necessary to regroup and re3
organi$e the committees especially in regard to participation of
workers in these committee after due consultation with the union. %he
following items have been suggested for discussionK
a. 9uality of production.
b. >orking conditions to include cleanliness of the shops,
supply of tools instruments etc and tea intervals.
c. )roductivity improvement.
d. aintenance and material handling.
e. ,afety.
f. !bsenteeism,
g. !ny other relevant subject.
%he management council comprises e#ual number of
representatives from both the sides, i.e. workers and management.
Head of the production department is the secretary. %he respective
sides, i.e. union and the anagement nominate members of the
council.
5)&6 has workers participation in almost all the activities
proper discussions are being held in various committees and
implementation of the recommendations of such committees is
ensured and monitored.
!part from the above3mentioned committees, various other
committees are constituted wherever workers participation is felt
necessary, depending upon re#uirement and issues involved.
A LE$AL CA)E OF !HE OR$AN')A'ON
,453?udgment in isc. &ase "o. -02 of 0110
)hri Bhu;anesh?ar Prasad, retired employer of company
under companyJs voluntary retirement scheme, filed above care in
6abour count sec @@c;0< of Industrial Disputes !ct read with sec
H--;0< of 4)ID !ct claiming thereby medical reimbursement, safety
shoe , uniform etc. in term of money . He opted voluntary retirement
and was relieved from the services of company on @1. 1D. 0110. He
alleged before the court that company had not given him medical
reimbursement of *s.A@-1I3 of !pril 0110 which he spent towards the
treatment of his family. He further alleged that he was not given the
uniform and safety shoe for two years which he is entitled to. He
claimed *s.0111I3 ( *s.A11I3 towards uniform and safety shoe
respectively. He also claimed *s.-A/ interest on the above amount.
!s such, the workman claimed the total amount of *s.----1I3 along
with interest.
8n hearing the parties humble &ourt has allowed the
workman the amount of *s..@.1I3 only and directed the company to
pay same within three months from 1@.1A.011H
8n the above judgment of 6abour &ourt, opinion of ,hri ).C.
ukherjee !dvocate has been obtained. ,hri. ).C. ukherjee, in his
opinion ;recorded on the other side of application of ,hri 5huvaneshwar
)rasad which is placed opposite in the file< has stated that amount
awarded by the 6abour &ourt is very small and same is payable to the
workman as per order of the 6abour &ourt, !s such, same may be paid
to the workman.
In view of above, it is proposed that approval may kindly be
accorded for payment of *s..@.1I3 ;*s. +ive thousand three hundred
fifty only< to the retired workman ,hri 5huvaneshwar )rasad )anl."o.
7D- through on aIc payee che#ue only.

Final Conclusion, Re&ardin& '#R# 3echanism at BPCL Naini:9
!fter going through the information collected above through
different sources i.e. #uestionnaire observation and discussion, we can
conclude that the I.*. machinery at 5)&6 is good enough and it
performance is more than satisfactory.
In post liberali$ation period are under going through the
phase of reconstruction and H.*. department has to give a special
attention to I.*.
!t 5)&6, during our study, we have observed that all the
ingredients for cordial I.*. is available but the need is to make the
employees aware and make them recogni$e that they are looked upon
as an assets ratter than as a liability.
Employees are satisfied no employees has any dissatisfaction
regarding the grievance settlement in the organi$ation. %hey are
satisfied with role of personnel department is this perspective. %he
grievance settlement machinery is working properly, workers have no
#uestion regarding grievance3handling procedure and machinery
concerned most of the worker are well disciplined in industry. %here
are a few cases of indiscipline. %hey are aware of misconduct rulesF
generally they do not commit any misconduct. %hey are satisfied with
management.
%here is always a possibility of improvement on the part of
management as well as on the part of trade union.
A Study of Function
R!"td To L"#ou$
%!f"$

-ELFARE
>elfare is a board concept referring to a state of living of an
individual or a group, in a desirable relationship with the total
environment ecological, economical ( social 6abour >elfare includes
both the social and economic contents of welfare. ,ocial welfare is
primarily concerned with the solution of various problems of the
weaker section of society like prevention of destitution of poverty.
6abour welfare may be viewed as a total concept, as a social
concept and as a relative concept. %he total concept is a desirable state
of existence involving the physical, mental, moral, and emotional well3
being. %he social concept of welfare implies the welfare of man, his
family and his community,
6abour welfare also operates to neutrali$e the harmful efforts of
large3scale industriali$ation and urbani$ation.
EF'N'!'ON:9
%he O0.or* *i(tion"r1 *e.ines $",o)r #e$."re "s LEfforts to make
life worth living for workmen.
In t2e #or* o. R3R3Ho-4in%
L>elfare is fundamentally an attitude of mind on the part of
management influencing the method by which management activities
are undertaken.M
'mportance of ?elfare:9
*educe labour turnover and absenteeism.
Encourage employees and cordial relation between employee and
employees, which result in increase production in better #uality
and also give to profit.
+ulfill social, recreational and cultural needs of the employees
and at the same time make their life easier.
ake the plant personnel a healthier, sound thinking and more
forward looking group.
ake the employees a group of citi$ens better able to carry on
the productive processes.
Function Related to Labour -elfare:9
%he welfare amenities provided under the +actories !ct, -2DA are
given below3
>ashing facilities. ;,ec.D0<
+acilities for storing and dry clothing. ;,ec.D@<
,itting facilities for occasional rest for workers who are obliged to
work standing. ;,ec.DD<
+irst !id boxes are &upboards one for every -.1 workers and
ambulance facilitiesF if there are more than .11 workers.;,ec.D.<
&anteens if employing more than 0.1 workers. ;,ec.DH<
,helters, rest rooms and lunch rooms, if employing over -.1
workers. ;,ec.D7<
&rXche, if employing more than @1 women. ;,ec.DA<
>elfare 8fficer, if employing .11 or more workers.;,ec.D2<
CAN!EEN FAC'L'!F:9
%here is a good canteen in this company. +or the last few
years, contractor is running the canteen. !n elected &anteen
&ommittee is there to oversee the working of the canteen. It provides
good refreshmentF breakfast and lunch at very reasonable rate. %he
rates are fixed under the agreement entered into between the
&ontractor and the anagement. anagement is providing subsidy for
canteen facilities to every employee in term of allowance at the rate of
*s.-1I3 per working day, subject to a maximum of *s. 001I3 per
month.
CRECHE):9
%he need for setting up crXches in industrial establishment
was stressed by the *oyal commission on 6abour in its report way
back in -2@-.
It recommended that the provision of crXches should be
made statutory obligation in all factories employing not less than@1
women workers.
-A)H'N$ FAC'L'!E):9
4nder section D0 of the factory act, -2DA. %he 5)&6 has
provided and ade#uate and suitable washing facilities for its workers to
be kept in a state of cleanliness. >ashing allowance is paid at the rate
of *s.H1I3 per month on attendance of at least in a month.
FAC'L'!E) FOR )!OR'N$ AN RF'N$ CLO!HE):9
4nder section D@ the company provides a locker to each
worker for keeping dry cloths, which are not use during working hour.
FAC'L'!E) FOR )'!!'N$:9
4nder section DD of the factories act -2DA, 5)&6 has
provided the iron stools, chairs and iron benches to each worker in the
manufacturing area, where they can take rest for some time during the
working period.
)HEL!ER ROO3), RE)! ROO3) 4 L6NCH ROO3):9
In every factory wherein more than -.1 workers are
ordinarily employed, suitable shelter, rest rooms and lunch rooms such
rooms shall be provided under section D7 of factory act,-2DA. 5)&6 is
having well laid sitting facilities and shelter rooms.
F'R)! A' AN A3B6LANCE FAC'L'!E) :9
%here is a well3e#uipped +irst !id &enter for providing first
aid to the employees. 8ne part3time edical 8fficer, three )harmacists
&ommoners. !n ambulance with a driver is also remains available
round the clock.
-ELFARE OFF'CER:9
>elfare officer is directly related to labour commissioner. %he
management work really hard to take care of these people by doing
management of people. +or this, the co3operation among the
employees is #uite important and all this happens when the employees
are satisfied by their job and above all the working condition of the
work place.
+or this, provision of better condition of work suitable
temperature, ade#uate lighting and in general a pleasant atmosphere is
#uite important so that they can reali$e that management is concerned
about there welfare. ,uch activities not only benefit the worker but
also the management.
>orkers feel the importance of services of welfare officer. In
every industry the job related to welfare is very peculiar. !n employee
expects the welfare programs where he workers. %here are many
things, which are related to workplace that must be provided. !ll these
things related to welfare programs motivate the employees to work
sincerely. %hus, the utility of welfare officer has great importance.
-ORA'N$ HO6R):9
In the 5)&6, the working period is of A hours a day in a
week, which is in accordance whit ,ection3.- of the L+actories !ct
-2DAM.
!s per section3-D of the &ertified ,tanding 8rders of the
&ompany, management shall have the right to determine, change or
regulate the period and hours of work, rest intervals, starting, alteration
or discontinuation of shift work etc and all the matters relating to
working hours attendance checking up of arrival ( departure time etc.
HOL'AF):9
!s per clause 0D of the &ertified ,tanding 8rders the
monthly rated employees are granted -0 )aid Holiday in a calendar
year. %he exact dates to be observed as closed Holidays are notified by
the management at the beginning of each calendar year in consultation
whit the 4nion. %he daily rated ;including casual< employees are also
allowed wages for three "ational holidays, under the provision of the
4ttar )radesh Establishments ;"ational Holidays< !ct.

"oteK3 >orkers can take one day leave in list of restricted holiday in whole
year.
-O3EN E3PLOFEE) 4 FO6N$ PER)ON:9
%here are many women and young employees in 5)&6. %he
statutory provisions regarding emplacement of women are well
maintained as per section3HH of the L+actory !ct -2DAM. %hrough the
NO# OF
HOL'AF)
HOL'AF) RE)!R'C!E
HOL'AF)
"# REP6BL'CAF $6R6 $O1'N
)'N$H 5AFAN!'
(# HOLF 1A)AN! PANCHA3'
+# 5AN3A)!A3' $6R6 RA1'A)
5AFAN!'
,# 'NEPENEN!AF AFANAN
)AR)-A!' 5AFAN!'
.# '96L9F'!!ER 3AHA )H'1RA!R'
/# A)HAHARA RA3 NA13'
0# 3AHA!3A $ANH'
5AFAN!F
$OO FR'AF
H# EEPA-AL' HAKRA! AL'
5AFAN!'
C# $6R6 NANAA
5AFAN!F
3AHR)H' BAL3'A'
5AFAN!'
"D# '96L956HA
7BAAREE8
BHA'FA OO5
""# CHR')!3A)AF
company has very small number of women ( young employees they get
the benefits regarding employment of women ( young persons.
HEAL!H:
)rovisions relating to Health have been implemented as per
direction given under &hapter III3 LHE!6%HM of the L+actory !ct
-2DAM. In the factory cleanliness disposal of wastes ventilation and
temperature dust and fumes, lighting, drinking water, latrines and
urinals etc. are well managed galvani$ing plant employees are provided
with -kg milk power and 0kg gur every month and D towels every year.
)AFE!F:9
! safety department headed by a ,afety 8fficer is
functioning here. %he rules regarding safely in accordance with the
provisions of L+actory !ct -2DAM are in application. !ll the machines in
the workshop ( maintenance shop are well protected. >orkers doing
dangerous hobs have been provided with shoes gloves and other
necessary protective items.
,afety and accident prevention are of the prime importance
to management and the personnel administration is deeply
administration is deeply involved in organi$ing and administering a
safety and accident prevention program. )ublic policy, union and
management have attempted to combat the problem of accident and
safety. In India, the factories act -2DA re#uires the employees to
introduce safety measure relating to the facing of machinery, casing of
machinery, casing of new machinery, testing and examination of
appliances such as hoists, lifts, cranes, chains and pressure vessels,
again dust, fumes, gases and fires. %he state government is empowered
to make special rules for certain dust, fumes, gases and fires. %he state
government is empowered to make special rule for certain dangerous
operation specified by them.
,afety is the measure or rather method that is adopted by the
workers from any kind of mishap.
, E ,elf
! E !lert
+ E +inding
E E Education
% E %raining
: E :our &ommon ,ense.
'ndustrial 'njur* and 'ndustrial Accident:9
!n industrial injury has been defined as L! person injury to
an employee which has been caused by an accident by an accident of an
occupational disease. !nd which alias out of or in the course of
employment and which would entitle such employee to compensation
under the work menJs compensation act -20@M.
HO6)'N$ FAC'L'!'E):9
%he &ompany does not have township or residential #uarters
of its own earlier some #uarters were allotted to it en3block in the
industrial 6abour &olony at "aini which in trun were provided to the
employees. ,ubse#uently as per the policy of the ,tate 'overnment the
6abour Department directly allotted the #uarters to the employees in
two Industrial 6abour &olonies. %he &hief Executive and some other
key officials have been provided with leased accommodation as per
their entitlement and in accordance with guidelines issued by the
'overnment of India from time to time. !ll the employees are paid
House rent allowance package depending upon the place of their
positing as per rules framed by the 'ovt. of India.
3E'CAL !REA!3EN! FAC'L'!'E):9
Every employee of 5)&6 is covered under edical
%reatment *ules of the &ompany except those who are covered under
Employees ,tate insurance ,cheme under the Employees ,tate
Insurance !ct. Employees or there dependent family members falling
ill, are entitled to reimbursement of medical expenses for Domiciliary
treatment subject to a maximum of one monthJs basic pay R dearness
allowance in a financial yearIthey are free to take treatment at any place
and under any system of medicine. Employees may take indoor
treatment for self and dependent family members from any government
hospital and &ompanyJs recogni$ed hospitals vi$. Camla "ehru
Hospital or "a$areth Hospital. %he accommodation charges in the
recogni$ed hospital are reimbursed as per entitlement of the employees
depending upon this status.
BHARA! P63P) AN CO3PRE))OR) L!#
NA'N'9 ALLAHABA
FOR3 FOR RE'3B6R)3EN! OF 3E'CAL EGPEN)E)
O3'C'L'ARF !REA!3EN!
"!EK QQQQQQQQQQQQQ )ers. "o.QQQQQQQQ DestinationQQQQQQQ
DepartmentQQQQQQQQQQ )eriod of treatment fromQQQQQQ toQQQQQ
"ame of patientKQQQQQQQQQ *elationship with employeeQQQQQQQ
)!*%I&46!*, 8+ &6!I !mount spent
;*s.<
!mount admissible
;*s.<
I
+ee paid to Doctor ;)rescription
to be attached< no. of
&onsultationK
II )athological or other fests
;please attach receipt<
III &ost of medicines ;bills may
please be enclosed<
I=
&harges for consultation cum
medicine supplied by the Doctor
= 8thers, if any please specify
%8%!6
!mount in wordsK

CER!'F'CA!E
&ertificate that the above particulars are correct and that the person for
whom expenses were incurred are decedent on meIme.
DateK ,ignature of employee
K QQQQQQQQQQQQQQQQ
)laceK
EnclK ,ignature of &ontrolling officerKQQQQQQQQQ
)assed for payment of *s.QQQQQQQQQQQQQQQQQQQQQQQQQQQ
;*upeesQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ<
!.8I,.!.8. Dy. +.. !ccountant
333333333333333333333333333333333333333333333333333333333333333333333333
+8*. E.D.). 4,EK &8"%*86 8" D8I&I6I!*:
%*E%E"%
,t. "o.
)ersonal "o.
!mount pass
Date of payment
&laims are to be submitted to finance Department in the form
prescribed for the purposes. +or domiciliary treatment. In case of
hospitali$ation, he claims are to be sent to +inance concerned in case of
outside treatment in 'ovt. hospitals or public ,ector undertaking or
local bodies hospitals the claim are to be sent to the personnel
department on form prescribed for the propose, duly signed by the
edical ,uperintendent concerned.
BENEF'!) RELA!'N$ !O -ELFARE
DE!*"E,, !668>!"&E 327.@/ 8+ 5!,I&
H84,E *E"% !668>!"&E 3-./ 8+ 5!,I&
&I%: &8)E",!%8*:!668>!"&E 3D../ 8+ 5!,I&
)O3E O!HER -ELFARE FAC'L'!'E)
1EH'CAL A1ANCE:9
!n advance of *s.-111 is admissible to the non3executive
employees for purchase of cycle. %he advance is sanctioned on O+irst
&ome +irst ,ervedJ basis depending upon availability of funds.
Employees may send their application on prescribed form obtainable
from )ersonnel Department through proper channel. !dvance for
purchase of ,cooterImotor cycle and car is also admissible to executive
employees. %hese advances are recoverable in easy monthly
installments and a nominal interest is charged.
CON1EFANCE ALLO-ANCE:9
%he employees who are not a availing companies transport facility
shall be paid conveyance allowance.
5icycle allowance is revised from *s.7.I3 to *s.-1.I3 per month
on attendance of more than 01 days payment.
*eimbursement of conveyance expenses for oped is revised
from *s.21I3 to *s-@.I3 per month on attendance of more than 01 days.
*eimbursement of conveyance expenses for scooterImotor cycle is
revised from *s.-11I3 to *s.-7.I3 per month on attendance of more than
01 days.
%he conditions for payment of conveyance expenses for moped
and scooterImotor cycle will be that the vehicle must be registered in the
name of the concerned employees.
,ubject to the existing terms and conditions the bus charged from
employees availing the &ompanyJs transport will be revised *s.D1I3 to
*s.A1I3 per month ;for anywhere in !66!H!5!D.<
)H'F! ALLO-ANCE:9
,ubject to the existing terms and conditions the shift allowance is
revised as under3
O5J shiftK from *s.7I3 per shift
O&J shiftK from *s.2I3 per shift
%he working hours and rest internal in all the shifts will be
regulated as per provision of the L+actories !ct, -2DAM.
A!!ENANCE BON6):9
4nder the existing attendance bonus scheme the amount of
attendance bonus is revised from *s...I3 per month on -11/
attendance. !vailing not more than one day casual leave in a month will
be treated as -11/ attendance for payment of attendance bonus.
)ER1'CE -A!!A$E
,ervice wattage is also provided for the worker of 5)&6.

F6NERAL EGPEN)E):9
8n the death of a regular employee, +uneral expenses are payable
of *s.@111I3 to his family members.
'NCEN!'1E )CHE3E:9
%he management will engage 'ovt. agency to undertake
productivity improvement studiesF review then existing permanents and
formulae incentive scheme for various precuts in the &ompany in
consultation with the employees 4nion and the management.
In spite of the above regular incentives are being given to all
concerned employees who are connected with production directly or
indirectly.
'N!ERE)! )6B)'F ON HO6)E B6L'N$ LONE:9
%he company does not provide House 5uilding !dvance. %here is
a scheme for *eimbursement of interest subsidy on the loans ac#uired
by the employees from the approved agencies for construction or for
purchase of built houseIflat or enlargement of exiting accommodation.
%he difference in interest chargeable from the employees on House
5uilding !dvance as per &entral 'overnment *ules and the actual
interest paid by the employee to the financing agency is borne by the
company. %his is granted after the loan has been sanctioned in force till
the repayment continues or cessation of employment of the employee
whichever is earlier.
FE)!'1AL A1ANCE:9
+estival advance is provided once in a calendar year to confirmed
employees on regular scale of pay. %he amount advance admissible is
*s.-D11 for "on3Executives and *s.-.11 for the Executives. %he
amount is recoverable in fiveIten monthly installments.
O6BLE -A$E:9
Double wage are provided of those workers who work on national
holidays.

LEA1E !RA1EL CONCE))'ON:9
6eave %ravel &oncession ;6%&< is provided by the &ompany to
visit any place in India, once in a black of four years or to visit Home
%own every year by self only. In a block of four years, an employee can
avail one Home %own every year by self only, in a block of four years,
an employee can Home %own 6%& R one for visiting any place in India
or two Home %own 6%& for self 8nly R one for visiting any place India.
Encashment of 6%& for visiting any place in India is admissible.
%his is however restricting to four tickets in all at the rate of 7./ of fare
by a distance of -.11 km each day.
+or the time being many of the facilities like =ehicle !dvance
%raining of %rade !pprentices 6I& for any place in India, interest
,ubsidy on Housing 6oan etc are suspended in view of financial crisis
being faced by 5)&6 the &ompany has been declared sick by the board
for Industrial and +inancial *econstruction ;5I+*<.
%he &ompany is running a labour welfare &entre for the
employees residing in the Industrial 6abour &olony "aini it is managed
by a full 6ady >elfare !ssistant.
%he 6abour Department of the ,tate 'overnment is also running a
labour >elfare &enter in the Industrial labour colony.
!'3E OFF'CE:9
&ontrols the arrival and the exist of the employees in there
respective by way of punching their daily attendance card through
electronic sense ring machine and the same is directly token in feeding
for payment of salary processed by E.D.).
Functions of the !ime Office:9
)rocessing of earned leave encashment applications and
forwarding to finance department for payment.
Discrepossecies, if any in leave records is to be rectified the time
office by way off cancellation from or leave correction resistor
VanuallyW.
)reparation of three years record VleaveW.of on employee.
)reparation of final VresistorW attendance in the event of death, seek
in =.*.,. or being roistered, on the considerictive manner of two months
back attendance from their prospective dates.

&ontrol of attendance dually cross checked from their concern
department.
! T aintenance of leave record for wording leave application of
the employee to E.D.). for the absently, for regulating payment.
5 T )rint out of the leave record by the E.D.). or maintained by
the time office for time to time references.
anagement information pattern in to the leave absent is or the
physical presence which ever is needed is to be furnished by the
office with the reference of the E.D.). prints outs.

CUSTOMER SATISFACTION
5)&6 always try to satisfy their customer to perform to good and services and sold their
product in competitive price on the demand of the customer.
In Time Delivery,
Installation
Commissionin o!
Pro"#$ts
Common
O%&e$tive To
Ma'imi(e Pro!its
An" Minimi(e
Cost O! T)e
C#stomer
*#st In Time
S+are Parts
Manaement,
Lo- Do-ntime
Lon Term
Preventive
Maintenan$e
Contra$t , Lo-
Cost,
Lo- Do-ntime
Contin#o#s
An" Ra+i"
Te$)noloi$al
U+ ra"ation
On T)e *o% Trainin
Proramme For C#stomer
O+erational . Maintenan$e
Personnel
)6$$E)!'ON
%he company should take various steps to increase its all3round
performance, these areK
%he company should rationali$e their manpower under
characteristic executive to work ratio.
%he company should develop its financial resources and also
create new source of finance.
'overnment should also provide lone to the company.
%he company should strictly maintain discipline in the
organi$ation.
Encourage employees and promote goodwill and cordial relation
between employers and employees.
Hold safety competitions and award prices to the winners.
%he company should recruit young, energetic persons at
management level.
CONCL6)'ON
SOne )ource 3ultiple ResourceT
"# !eam is e>uipped ?ith infrastructure facilities and hu&e
?or%shop Capacit*#
(# Lar&e area of operation#
+# Best >ualit* of product and manufacture#
,# !echnicall* >ualified en&ineers and hi&h s%illed ?or%man#
.# EEperience of se;eral *ears in their area of operation#
/# $ood Procedural %no?led&e re&ardin& biddin& and post
order dealin&#
0# EEcellent Condition of industrial relation#
B'BL'O$RAPHF
6abour ( ,ocial r.).*.".,inha ( s. Indubala
)rinciples ( )ractice of anagement r.6..)rasad
)ersonnel anagement ( Industrial *elation r.&.5.amoria ( 8ther
!nnual *eport of 5)&6
)rinted aterials
8ther *elated 6iterature
%he +actories !ct, -2DA
-
'N!RO6C!'ON
%he industrial growth of a country is affected by the losses caused by
accidents I caused by +ire. If not controlled effectively these losses, through
not apparent outwardly, does, in reality, have a detrimental effect on the
industrial growth. It is all the more important for a developing country like
India to keep such losses to minimum because of their inherent limitation in
respect of time, money and efforts. %hese losses are in the form of material
damage losses which are termed direct losses and in the form of conse#uential
losses resulting from interruption in production which are known as indirect
losses.
If proper analyses of the cause of such accident are conducted, it will be
observed that, in most of cases. %he cause lies in the inade#uate attention
being given, although the planning and implementation stage, to the
,afetyI+ire aspects which consist of prevention of accidents, +ire detection,
+ire protection.
%here is need for improved professional training and education oriented
towards improving the effective of the ,afetyI+ire services, including an
increased emphasis on preventing and on reducing injuries to Industrial
accidents.
!ll artisans should remember that there is an ever present risk of injury unless
he remains on the alert and obeys implicitly the rules which have been laid
down for his protection. Every effort is made to make the modern engineering
factory as safe as is humanly possible for those employed in it. "8 safety
measures taken by an employer however can eliminate risk of injury entirely,
if the individual fails to take reasonable precautions to protect him self.
Experience has shown that a much greater proportion of accident over to
juveniles than to adult. %he prime reasons for this are probably the
inexperience of young workers and the tendency of youth to take risks.
!ccidents in the factory, like accident in industry as well as on the road, are,
in the large majority of cases, the results of carelessness on the part of some
body, a failure to take reasonable precautions, the taking of unwarrantable risk
or a deliberate breach of regulations.
! )erson should remember always that a movementJs thoughtlessness may
result in much pain and suffering with the possible loss of a limb and in some
cases, even the loss of his life.
%he purpose of this manual is to draw attention to some of the danger of this
+actory and how they may be avoided .It does not attempt to cover all the
sources of danger but those referred to have been pro3life causes of accidents.
If each new entrant to the industry would study carefully the advice which is
given and act upon it, the number of accidents should shown an appreciable
reduction.

PRO1')'ON OF )AFE!F 'N !HE FAC!ORF

+actories !ct -2DA, ,ection 0- to D15
,ection 0-
,ection 00

GENERAL SAFET/
1: Floors in manufacturing area are so design that water logging may not take place and also
maintained dry.
2: All the Pressure vessels and Lifting Euipment are tested as per legal reuirement.
!: Al the moving parts of the machines are adeuately guarded.
": #afety #ection advises and assist the factory management in purchase of identified good
uality of Personnel Protective Euipments $ PPE%s& once in a year or need 'asis and issue
the same to concerned persons through their department. PPE%s are used as 'elow:(

#.)o *E#+,-P.-/) E01-P2E).$ PPE& -##1E* ./
1 3ead Protection 3elmet .o All the workmen%s 4 officers
2 Eye Protection 5oggles 6 Plain
5oggles 6 +olored
2achine /perators
7elders 4 Furnace /perators
! 8ody Protection Aprons ( Leather 7elders
" Foot Protection #afety #hoes .o All Employees 4 /fficers
9 3and Protection Leather 3and 5loves
+anvas 3and 5loves
As'estos 3and 5loves
,u''er 3and 5loves
,igger and 7elders
2aterial 3andling
3eat .reatment
Electrical and +hemical work
9: Entry is restricted in ,adiography la': 3igh pressure .esting area. /nly authori;ed person
to go.
<: +ranes 4 Forklifts are operated 'y trained personnel only.
=: 3ousekeeping and general practices are in line to avoid )ear 2isses.
>: #afety -nstruction and Posters are displayed at appropriate places for proper awareness to
the employees?contractors and trespassers.
FIRE SAFET/
+ertain Precautions have 'een taken in order to minimi;e fire ha;ard.
+A1#E# /F F-,E
Electrical short circuit
-nflamma'le material
-mproper storage of waste
)egligence
P,E+A1.-/)#
All the electrical ca'les and wires are properly dressed
Area in and around the factory is maintained free from tall grass? any other com'usti'le
material
)o naked fire in the plant is allowed without permission.
#moking within the premises is prohi'ited.
Adeuate fire fighting euipment $fire e@tinguishers 4 sand 'ucket& are maintained in
servicea'le condition and periodically checked for servicea'ility.
Fire hydrants system is installed at the premises.
F-,E F-53.-)5 E01-P2E).:
Fire e@tinguishers depending upon the type of fire used .A list of location 4 type of fire
e@tinguishers is maintained 'y -n charge of Fire wing.
A list showing location of fire hydrants also availa'le at ire wing.
F-,#. A-* A)* ,E#+1E
*octor is availa'le during the 5eneral shift $1".AA3rs to 19.AA 3rs& and compounders
are availa'le round the clock to handle any emergency in the plant.
.he inBured person is shifting to near'y hospital as per the *octor? +ompounder.
First Aid 'o@es are availa'le in *ispensary and the compounder ensures that reffling of
medical items is done immediately after consumption?e@piry date and he shall maintain
a record of refilling.
A full euipped Am'ulance van is availa'le.
INCIDENT 0 ACCIDENT REPORTING
-n case of any accident occurring inside Factory inBured person to 'e sent to dispensary for
first aid as well as local authori;ed ? 5overnment 3ospital for treatment if necessary.
Following formats are filled for reporting :(

#.)o F/,2A. )/ F-LLE* 8C *E#+,-P.-/) /F ,EP/,. F/,7A,*E* ./
1 ""11!FA1 #ectional in
charge of area
,eporting of accident?
*angerous occurrence and
near miss
#afety #ection
2 ""11!FA2 *o Preliminary Accident report
for treatment 4 *octor
consent
*ispensary
! ""11!FA! *o Analysis of maBor accident 4
near 2iss
#afety section
" Form )o 1>
As per factories
act
#afety #ection *etail of accident Asstt. *irector
Factories
.he 2aBor accident cases are reported to Assistant *irector Factories: Allaha'ad 'y #afety
/fficer with in 2" to "> hrs$#ection >> 4 ,ules 11A of Factories Act 1D">& ,ecorded as
prescri'ed form no 2!$ #ection 112 rules 122 & .
#pecial disa'ility leave may 'e granted to the inBured employees as per recommendation of
authori;ed *octor and as per company%s policy.
-n case of Fire: +oncerned department or the person who has seen the fire immediately inform
to F-,E 7-)5 on Phone )o !!! or through messenger and to #3 $3*&.
#3 $3*& immediately mo'ili;e to the affected place for Fire Fighting with suita'le Fire Fighting
euipment with Fire 7ing.
-n case of accident ?-nBury?#erious illness and Emergency #ectional head ?-n charge has to
contact dispensary on Phone )o 2"= for First aid and Am'ulance.
ELE+.,-+-.C #AFE.C
*o%s
*/ o'ey safety instruction given 'y the person in(charge.
** insulate yourself from earth 'y standing on ru''er mat while attempting to get the person
who is in contact with live line or euipment
*/ remove the casualty from the cause: render first aid and send for doctor or take the
casualty to the nearest hospital.
*/ 'reak the circuit 'y opening the power switch and release the victim.
*/ eliminate the all short 6 cuts while on duty.
*/ use correct si;e and uality of fuse wire while renewing the 'lown out fuse.
*/ turn your face away whenever an arc or flash occur.
*/ ensure controlling switches are opened 4 locked or fuse holders are withdrawn 'efore
working on line.
*/ disconnect the supply immediately in case fire on or near electrical apparatus.
*/ keep away inflamma'le from electrical apparatus.
*/ report all accidents whether minor or maBor: departmental or non departmental
immediately to person in(charge.
*on%ts.
*/ )/. renew a 'lown fuse until you are satisfied as to the cause and you have rectified the
irregularity
*/ )/. disconnect a plug 'y pulling fle@i'le ca'le when the switch is on.
*/ )/. use wire with poor insulation
*/ )/. close any #witch ? 5/#? 8reakers unless you are familiar with the circuit: which it
controls and known the reason for its 'eing kept open.
*/ )/. work on energi;ed circuits without taking e@tra precautions such as use of ru''er
gloves and gauntlets.
*/ )/. touch or tamper with any electrical euipment or conductor: unless you have made
sure that it is *EA* A)* EA,.3E*.
*/ )/. work on the live circuit without the specific orders of the supervisor and make certain
that all safety precaution have 'een taken.
*/ )/. disconnect earthing connection or ineffective the safety gadgets installed on main
and apparatus.
*/ )/. use water on electric line for fire fighting.

E2E,5E)+C P,EPA,E*E)E##
-*E).-F-+A.-/) /F *-#A#.E, #-.1A.-/)
Eeeping in view the operation carried out in the plant: chances of any maBor emergency are
less. Adeuate safety measures have 'een taken 'y way of good engineering: design:
construction and good manufacturing process. Adeuate and relia'le safety devices are used
and good safety awareness amongst employees helps to prevent any emergent situation.
)evertheless inspite of 'est efforts things may go wrong and following ha;ards may arise.
12 F-,E
32 EFPL/#-/)
42 #P-LLA5E
52 312A) -)G1,C
62 )A.1,AL +ALA2-.C

E2E,5E)+C ,E#P/)#E
.o deal with the a'ove emergent situation: Emergency ,esponse Plan as defined and
documented at Anne@ure 1 has 'een drawn which is displayed at different location of the
factory and also made availa'le to key personnel responsi'ility for controlling situation.
EFFE+.# /F )/-#E
)ot all sound is noise: it is only the sound that we do not like that we call noise.
2achinery that has 'een made more efficient and faster that has increase noise levels.
.he perception of noise is personalH however it is clear that any of us can have our hearing
damaged: in some cases irrepara'le: if the noise level is too high.
)/-#E +A) +A1#E:
*amage to hearing.
2asking $ distur'ing to conversation
-rritation or annoyance.
-)G1,-/1# )/-#E
At many workplaces the level of noise can 'e" inBurious to hearing. /ften the noise is created
'y different types of processing machines.
.ools powered 'y compressed air: or manual work hammering metal o'Bects also creates loud
noise.
)oise which is continuous at a level of >9(DA d' or more is inBurious to hearing. ,isk damage
to hearing if spends more then five hours a day at level of noise.
3earing can also 'e damage 'y sudden loud noise from an e@plosion near the ear.

BPCL Report

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

BPCL Report

Hochgeladen von

Copyright:

Verfügbare Formate

Bharat Pumps And Compressors Ltd, Naini Allahabad

Das könnte Ihnen auch gefallen