Manpower Profile

NCL has recognized the human resource development as a key function and has adopted corporate policy towards its development. With the introduction of highly sophisticated earth moving machines, the operators’ maintenance crew and front line managers have become the most critical human capital for achieving the corporate goals.

Man Power Status

			High		Semi			Company
As on date	Executive	Supervisor	Skilled	Skilled	Skilled	Unskilled	Ministerial	Trainees	TOTAL
31.3.1994	1212	1428	2795	3980	3680	1870	1200	0	16165
31.3.1995	1282	1345	2965	3956	3701	1811	1238	0	16298
31.3.1996	1312	1371	3277	4034	3663	1775	1229	0	16661
31.3.1997	1320	1472	3532	4096	3643	1673	1254	0	16990
31.3.1998	1352	1660	3618	4179	3778	1308	1257	0	17152
31.3.1999	1389	1725	3849	3990	3775	1190	1275	0	17193
31.3.2000	1424	1750	3992	3920	3749	1094	1313	0	17242
31.3.2001	1408	1744	4028	4124	3682	865	1315	0	17166
31.3.2002	1410	1732	4212	4004	3661	889	1304	0	17212
31.3.2003	1436	1910	4437	3684	3749	746	1316	0	17278
31.3.2004	1444	1849	4513	3686	3774	684	1309	33	17292
31.3.2005	1431	1939	4534	3703	3576	637	1248	106	17174
31.3.2006	1382	1943	4673	3823	3143	677	1273	0	16914
31.3.2007	1371	1941	4676	3653	3125	706	1254	0	16726
31.3.2008	1376	1892	4685	3586	3146	776	1236	0	16697
31.3.2009	1330	1920	4575	3709	3035	672	1209	0	16450
31.3.2010	1294	1902	4814	3543	2982	642	1196	0	16373
31.1.2011	1714	1616	4955	3371	2774	657	1175	0	16262

Strategy

The massive intake of highly sophisticated equipment necessitated manifold training and developmental activities for the transfer of technology. The strategy adopted by the company is as under:

Human Resources are utilized to the optimum level.

Identification of the areas of economic activities that are seriously handicapped due to shortage of Technical, Professional and Skilled Manpower.

Training and continuing education of Critical Manpower.

Computerization at Corporate and Mine level for all operations..

Objectives

To provide every employee an opportunity learn to wipe out performance gaps.

To organize need based Management Development Programmes for Executives and Supervisor.

To develop training/reference materials and to organize special programmes on new equipment for all levels of personnel.

In-Company Training

Its central institute, known as Central Excavation Training Institute (CETI) at Singrauli, provides major training interventions at NCL. It caters to the training/skill up gradation needs of operators, supervisors and front line managers. The major activities of CETI is as under

Basic Courses for Operators and Technicians

Refresher Courses for Operators & Technicians

OEM's Programmes on technology up gradation

Supervisory Development Programmes both Managerial and Technical

Managerial Development Programmes for Executives

Workers Development Programmes including Leadership Development Programmes

Basic Computer Learning Courses for Executives & Supervisors

Special Programmes on current needs

Seminars and Workshops on contemporary issues

Target and Achievement of Training & Development of employees through in-house programs

During the year 2011-12 (April to September 2011)

Category of Training	Target vs. Achievement	No. of participants
Executives	Target	190
	Achievement	483
Supervisors	Target	245
	Achievement	558
Workers	Target	485
	Achievement	595
Total	Target	920
	Achievement	1613

Target and Achievement of Training & Development of employees through in-house programs

(During last three years 2008-09, 2009-10 & 2010-11)

Category of Training	Target vs. Achievement	No. Of participants
		2008-09	2009-10	2010-11
Executives	Target	250	250	250
	Achievement	155	303	530
Supervisors	Target	400	450	400
	Achievement	294	431	296
Workers	Target	800	800	800
	Achievement	920	947	959
Total	Target	1450	1650	1450
	Achievement	1369	1681	1785

Industrial Relations

The industrial relations at NCL have been very congenial throughout the past successive years. Employees' representatives take active participation in operational matters, health & hygiene, welfare matters etc. through forums such as joint consultative committee, safety committee, welfare board, community development committee, sports control board, employee benevolent fund committee and core group. The participative style of management facilitates amicable settlement of disputes & grievances.

Awareness Training of Employees in Integrated Management System during the period April'2011 to October'2011 & Programme from Nov'11 to March'2012 at CETI Singrauli
					(Figure in Nos.)
Particulars	April'11 - Oct'11	Programme from Nov'11 to March'12					Total
		Nov'11	Dec'11	Jan'12	Feb'12	March'12	2011-12
Executives	184	30	30	30	30	30	334
Non-Executives	497	100	100	100	100	100	997
Contract Workers	12	50	50	50	-	-	162
TOTAL	693	180	180	180	130	130	1493