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

As on	Executive	Supervisory	Highly Skilled	Skilled	Semi Skilled	Un- Skilled	Minis- trial	Company Trainees	Total
31.3.94	1212	1428	2795	3980	3680	1870	1200	0	16165
31.3.95	1282	1345	2965	3956	3701	1811	1238	0	16298
31.3.96	1312	1371	3277	4034	3663	1775	1229	0	16661
31.3.97	1320	1472	3532	4096	3643	1673	1254	0	16990
31.3.98	1352	1660	3618	4179	3778	1308	1257	0	17152
31.3.99	1389	1725	3849	3990	3775	1190	1275	0	17193
31.3.00	1424	1750	3992	3920	3749	1094	1313	0	17242
31.3.01	1408	1744	4028	4124	3682	865	1315	0	17166
31.3.02	1410	1732	4212	4004	3661	889	1304	0	17212
31.3.03	1436	1910	4437	3684	3749	746	1316	0	17278
31.3.04	1444	1849	4513	3686	3774	684	1309	33	17292
31.3.05	1431	1939	4534	3703	3576	637	1248	106	17174
31.3.06	1382	1943	4673	3823	3143	677	1273	0	16914
31.3.07	1371	1941	4676	3653	3125	706	1254	0	16726

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

Major training interventions at NCL are provided by its central institute, known as Central Excavation Training Institute (CETI) at Singrauli. It caters to the training/skill upgradation 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 programmes, during the year 2006-07

Category of Training		No. of participants
Executives	Target	250
	Achievement	204
Supervisors	Target	400
	Achievement	463
Workers	Target	800
	Achievement	860
Total	Target	1450
	Achievement	1527

Target and Achievement of Training & Development of employees
through in-house programmers, during the year 2005-06

Category of Training		No. Of participants
Executives	Target	250
	Achievement	266
Supervisors	Target	400
	Achievement	448
Workers	Target	800
	Achievement	790
Total	Target	1450
	Achievement	1504

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.

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