Presentation On Training & Development
Presentation On Training & Development
I WOULD LIKE TO EXPRESS MY SINCERE GRATITUDE TO HUMAN RESOURCE DEPARTMENT OF CENTRAL COALFIELD LIMITED FOR PROVIDING ME AN OPPORTUNITY TO UNDERGO SUMMER TRAINING IN HR SECTOR. I EXPRESS MY SPECIAL THANKS TO MR. G. D. PUROHIT FOR GIVING ME THIS OPPORTUNITY TO ENRICH MY KNOWLEDGE IN THE HR FIELD. I WOULD ALSO LIKE TO THANKS MY GUIDE MR. S.K SINGH, SR. MANAGER (EXCV.)/HRD FOR HELPING ME BY PROVIDING HIS VALUABLE GUIDANCE. I WOULD ALSO LIKE TO THANKS ALL THE STAFF MEMBERS OF CCL, MY FAMILY AND FRENDS WHO HELPED ME DIRECTLY AND INDIRECTLY FOR COMPLETION OF THIS PROJECT.
COAL IN SERVICE OF THE NATION Coal is an abundant fossil fuel, is the prime commercial energy source in India contributing over 90% of the total coal produced and consumed. Coal India is perceived to be the synonyms of India coal Industry. Coal to consumers. Coal for electricity. Coal for Iron & Steel. Coal for cement. Coal for railway. Coal as clean Domestic fuel. Coal for fertilizer. Coal for Bricks-Kilns.
COAL INDIA IN ONE SIGHT Coal has traditionally been a vital input to the industrial heritage of India. Commercial coal mining in India with coal as an article of trade started in late 18th century, at the instance of Warren Hastings for the benefit of the East India Company for the manufacture of arms and ammunitions. This was in the Raniganj Coalfield in the eastern part of India along the bank of river Damodar. With the advent of independence, the country embarked upon five-year national development plans to improve the economic status of the people. Coal being the most important and proven energy from available, the need was felt in the first five year plan for greater and more efficient production of coal. With the government s national energy policy, the near total national control of coalmines in India took place in two stages. The coking coal mines were taken over 1971 and nationalized in 1972 and the noncoking coal mines were taken over and nationalized in 1973.In 1975, the holding company Coal India Limited (CIL) was formed.
Coal India Limited, the 3rd largest coal producing company in the world, having about 6.4 lakhs employees with headquarter in Calcutta is a holding company under ministry of coal government of India, for the entire coal industry in the country barring the coal mines in Andhra Pradesh which comes under the jurisdiction of Singareni collieries company limited (a public sector undertaking the government of India and government of Andhra Pradesh) and the captive s mines of TISCO, IISCO, DVC. It was formed as a public sector undertaking in November 1975 for recognizing the nationalized coal mines and ensuring integrated development of coal the prime source of energy.
Coal India presently contributes 90% of the total coal production in India. It operates through eight subsidiaries: seven producing companies: Eastern Coal Field Limited (ECL), West Bengal; Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand; Central Coalfield Limited (CCL); Northern Coalfield Limited, Singraulli, MP; South Eastern Coalfields Limited(SECL), Bilashpur, MP; Western Coalfield Limited (WCL), Nagpur, Maharastra; Mahanadi coalfield Limited (MCL), Sambalpur, Orrisa: and the eighth central mine planning and designing institute limited (CMPDIL), Ranchi, Jharkhand for mine planning and design and engineering consultancies services. The mines of northeastern coalfield (Assam and Meghalaya) and Dankuni coal complex (DCC) in West Bengal operate directly under Coal India (CIL).
Coal India currently operates 510 mines 15 washeries spread over 9 states to produce beneficial coal for meeting the demand of the consumers all over country. The ranges of product are: raw coal (coking and non-coking) washed coal, meddling, soft coke and hard coke, coal tar, coal gas, coal chemical etc. The coal mine authority ltd (CMAL) with its three divisions Eastern, Western and Central continued up to November 1975, when CMAL renamed as coal India ltd (CIL) following the govt. of India decision to restructure the coal industry. The vesting the responsibility of the entire coal mining sector under the central govt. Under the present set up coal India ltd consist of 7 subsidiaries.
1. Western Coal Ltd (WCL) 2. Central Coal India Ltd (CCL) 3. Eastern Coal India Ltd (ECL) 4. Northern Coal India Ltd (NCL) 5. Southeastern Coal India Ltd (SECL) 6. Mahanadi Coal India Ltd (MCL) 7. Bharat Coking Coal India Ltd (BCCL) 8. Central Mine Planning & Design Institute Ltd (CMPDIL)
SUBSIDIARY COMPANIES
COMPANY
HEAD QUARTER
YEARS OF INCORPORATIO N 1975 1973 1975 1975 1986 1986 1992 1975
Business Objective
To carry on business of coal Mining. Acquisition of coal Mining. Production, sale and disposal of coal and its by products. Coal beneficiation, manufacturing coke, by products of coal and other business. Manufacturing, trading and other business. Reorganization and reconstruction of coal mines taken over by the Government. Policy formation and advisory function. To act as an entrepreneur on behalf of the state in respect of coal Industry. To finance replacement expenditure. To develop technical know-how. Exploration and prospecting. To manufacture and sell coal as a patent fuel. To carry on mining and quarrying coal and other by products and incidental there to. To act as traders and carriers of coal and coke and other by-products directly or through agents. To act as colliery and mine proprietors, coke manufactures in all their respective bran
COAL INDIA PROFILE Coal India limited is Maharatna Company with net worth Rs. 258437 million as on 31 March 2010 and profit after tax Rs. 982 million in Fiscal. It is the largest coal producing company in the world. It contributed about of total coal production in India in fiscal 2009. As of march 31, 2010 coal India operate 471 mines spared over in out of which 273 are underground, 163 open cast and 35 mixed mines and operates 17 coal beneficiation plant . CIL produces both coking normal coking coal. During fiscal 2010, Coal India produces 431.26 million tons of coal. Employee strength consist of 397138 permanent employee include 15092 executives and has it headquartered Kolkata, West Bengal.
COAL INDIA VISION The mission of CIL is to produce the planned quantity of coal efficiently and economically with due regard to safety, conservation and quality. Committed to create eco-friendly mining. The main thrust of CIL in the present context is to orient its operations towards market requirements maintaining at the same time financial viability to meet the resource need.
Central Coalfields Limited A Subsidiary of Coal India Limited (History) :Coal Mining first started in India. :The private Railway Companies started mining :The Railway Board Nationalized the coal mining. :The Railway collieries were transferred to the Coal Board. with the establishment of National Coal
01.10.1956 :Coal Mining through national sector first started Development Corporation with 11 State Railway Collieries 1959 with annual production of 3.11 MT. by NCDC at Kargali. :The first Coal Washery in the nation was established
Central Coalfields Limited A Subsidiary of Coal India Limited History (Continued) 1973 :Nationalization of Non-Cocking Coal sector and NCDC become the Central Division of Coal Mines Authority Ltd. :Re-organization of CMAL as Coal India Ltd. Central Division of CMAL was known as Central Coalfields Limited (CCL). 1986 :CCL was again re-organised and two separate companies known as Northern Coalfields Limited and Mahanadi Coalfields Limited came into existence.
1975
78% of total coal produced by Coal India is catered to Power Utilities in the country.
CIL also fuels Steel, Cement, Fertilizer and a host of other industries.
The Government created another category called Miniratna in 2002. In 2002, there were 41 government enterprises that were awarded Miniratna status.
Miniratna (Category 1) :This designation applies to PSEs that have made profits continuously for the last three years or earned a net profit of Rs. 30 crore or more in one of the three years.
These miniratnas granted certain autonomy like incurring capital expenditure without government approval up to Rs. 500 crore or equal to their net worth, whichever is lower.
CCL , WCL, NCL, SECL, MCL of CIL are Miniratna Company The total list of companies in this category is 47 as on date.
Category II miniratnas have autonomy to incurring the capital expenditure without government approval up to Rs. 300 crore or up to 50% of their net worth whichever is lower.
CMPDI of CIL falls in this category The total list of companies in this category as on date is 14.
MAHARATNA COMPANY
In 2009, the government established the Maharatna status It raises a company's investment ceiling from Rs. 1,000 crore to Rs. 5,000 crore.
The Maharatna firms would now be free to decide on investments up to 15 per cent of their net worth in a project.
In order to qualify as a Maharatna, a company must have: Three years with an annual net profit of over Rs. 5,000 crore Net worth of Rs. 15,000 crore Turnover of Rs. 25,000 crore The only companies currently meeting the criteria are SAIL, ONGC and NTPC.
MAIN FUNCTION AS LAID DOWN BY THE GOVERNMENT FOR COAL ARE: To act towards achieving corporate objectives and approve and review strategies for achievement of these objectives. To establish policies regarding long term planning, conservation, research and development, finance, recruitment, training, safety, industrial relation, wages, marketing, purchase and stores. To set targets &monitor them. To approve budgets, determine standards cost and retention price and evaluate performance. To co-ordinate amongst the subsidiary companies. To lay down over all policy regarding coal distribution. To establish board linkage of consumers at coalfields. To maintain liaison with major customers. To make on behalf of the subsidiary, such purchase of plant, equipment of high unit value and in short supply. All import and exports to be routed through CIL. To operate a common coal cadre for CIL and its subsidiary company.
Under this recruitment at the level of Executives would be done by CIL alone. CIL has to arrange training of personnel and to allot them to the companies. The subsidiary companies are responsible to deliver coal, maintain control and carry out after-sales service once the distribution and broad linkage are decided subsidiary companies are also responsible to realize sale proceed of coal bills. Coal India will be involved when there is intercompany problem requiring common approach to consumer careers etc.
INTRODUCTION TO C.C.L.
C.C.L. is a subsidiary of C.I.L., which has all together eight units, seven coal producing & one meant for planning & designing of mines (CMPDIL). C.C.L. was formed on Nov. 1st, 1975 as a subsidiary of C.I. L. with 49 collieries C.C.L. is continuously engaged in developing its band of power professionals, through intensive training with a view to optimum utilization of manpower for achieving the corporate objectives. C.C.L with its head quarter at Ranchi operates 63 mines & 7 coal washeries (4 medium Coking Coal Washeries & 3 Non -Coking Coal Washeries) each mines & wisterias is formed after planning preparation of the project by C.M.P.D.I.L. appraisal & approval. The company is the major source of coal in India. Its all projects lay down certain basis objectives & target for growth & development, consumption, investment & resources to be mobilized.
FORMATION OF C.C.L.:
The coal mining in India started in 18th century in Raniganj coalfield. However, organized commercial mining started in the beginning of the 19th century after the introduction in the railway system. During the 1st hundred years, the coal production grew to a level of 33 million tons through a number of privately owned mines. C.C.L. has been on the coal map of the country as a public sector since October 1956. Beginning as National Coal Development Corporation Ltd. (N.C.D.C.), then as central division of Coal Mines Authoring Ltd. (C.M.A.L.) & finally under its present nomenclature, C.I.L. of which C.C.L. is a subsidiary. The C.C.L. comprises most of the east-west trading Damodar Valley & the entire Koel Valley Basins. The distribution of coal fields from east to west are Jainti (Deoghar grp., Giridih, east Bokaro, West Bokaro, Ramgarh, South Karanpura & North Karanpura in a Damodar valley & Auranga, Hutar & Daltanganj in the Koel Valley). In addition, two significant small cost Basins viz, Chope, & Itkohri also exist within the command area of the coal company, which extends upto 2700sq Kms.
C.C.L. is engaged in planned & scientific exploitation of coal reserves with due regard to safety, quality and conservation to meet the national requirement of coal. It has also made pioneering contributions in training and skill development of a large cadre of engineers, technicians & executives evolving modern management techniques. Its gross fixed assets total Rs 3496 Crores and annual turnover of Rs 2353 Crores in 1997-1998, with operating profit Rs52 Crores in the same year. C.CL. has capital investment of approximately Rs200 to Rs250 Crores. Monetary contribution given to the state in the form of royalty taxes in the year 1997 & 1998 was Rs308.43 Crores. C.C.L. has 15.3 billion tones coking coal & 19.24 billion tones non-coking coal deserves. It has total of 63 mines of which 26 are underground 37 are opencast mines &18 are mixed type mines. It has total of 7 Coal Washeries of which 4 are coking medium Coal Washeries & 3 Non-Coking Coal Washeries. C.C.L. has one central workshop & 5 regional workshops with total manpower of 58, 808 employees.
C.C.L. is proud to have been on the coal map of the country as a public sector for over four decades making invaluable contributions to meeting the energy demand of the nation & to socioeconomic development in the region of its operations. C.C.L. produces raw coal, washed non-coking coal, washed medium coking coal, hard coal & coal tar. It has more than 20 thermal power stations, 5 medium & small-scale industrial units as its consumers do.
C.C.L has played o major role in socio-economic growth of Jharkhand. In 47 years of its existence it has virtually brought out development in many areas through its mining activities.
On nationalization of the private coal mines in 1973, seeing the condition of the employee of the erstwhile owners, C.C.L started paying more stress on improve condition on the welfare front. The housing satisfaction is 93.85% with 59318 permanent 6988 temporary houses. In the education field, C.C.L has financed DAV Public School, 10 DAV Schools where capital expenditure like building etc. Central School fully financed by CCL and 47 private managed school. CCL has also laid stress for improvement of medical facility nationalization of private coal mines in the year 1973.There is at present 2 Central Hospitals 10 Area Hospitals , 63 Dispensaries having bed strength of 830 with 111 Ambulances medical needs of 58808 employees and their families. C.C.L. is proud to have been on the coal map of the country as a public sector for over four decades making invaluable contributions to meeting the energy demand of the nation & to socioeconomic development in the region of its operations. C.C.L. produces raw coal, washed non-coking coal, washed medium coking coal, hard coal & coal tar. It has more than 20 thermal power stations, 5 medium & small-scale industrial units as its consumers do.
OBJECTIVE OF CCL
Coal Mining through efficiently operated mines. Besides fulfilling coal needs of the customer in terms of quantity, focus on quality, value addition and beneficiation to the satisfaction of the customers. Marketing of coal as main product
MISSION OF CCL
"To become a World class (company) Innovative( in process implementation ) Competitive( in business environment ) & Profitable Coal Mining Operation to achieve Customer Satisfaction as top priority
Concept:
Training is the process of teaching the new or present employee. The basic skills they need to effectively performed their job. Training is the act of increasing the knowledge and skill of an employee for doing his or her job.
Thus training refers to the teaching and learning activities carried on for the primary purpose of helping member of an organization. The acquire and also to apply required knowledge skill and attitude to performance their job affectively.
Definition by some author:According to Edwin B. Flippo, training is the act of increasing the knowledge and skill of an employee for doing a particular job. According to Michael Armstrong, training is the systematic modification of behavior through learning which occur as result of education instruction development and planning experience. According to Michael J.J., training is any process by which the attitude, skill and ability of employee to performance specific job are improved. Thus it can be concluding that training is the process that try to improved skill or add to existing level of knowledge. So that employee is better equipped to do his present job, or to mould him to be fit for a higher job involving higher responsibility. In other words , training is a learning experience that seeks a relatively permanent change in an individual that will improve his ability to perform his job.
Areas of Training:
Knowledge: training aimed at imparting knowledge to employee provides for facts, information and principles related to his /her job. In general, training imparted in the knowledge area considers three aspects, namely, job context, job content and quality of work. Experience: it is not and cannot be taught or imparted in classroom. It is gained by putting knowledge, skill, techniques and attitude into use over a period of time in different work situations. Experience makes one perfect. Technical skills: the training in this area aims at teaching the employees the physical acts or actions like operating a machine, working with a computer, using mathematical tools to takes decisions etc. it is sometime induction training. Social skills: the training in this area is broader in scope embracing many aspects. This category of training aims at the development of individual and team work. Accordingly, employees are imparted training to acquire and sharpen such behavioural and human relations skills that help improve inter-personal relationship, better team work and effective leadership. Attitudes: this involves orientation or induction programmes that help change the employees attitude favourable towards the achievement of organizational goals. Through training programmes, employees attitudes are moulded to render support for effective completion of company activities and inculcate the spirit of better co-operation and greater loyalty among the employees. Techniques: training in this area involves teaching employees the manners how to apply knowledge and skills to dynamic situations.
Importance of TrainingThe importance of employees training can based is appreciated with the help of offer to both employees & employer. These explained under the following heads: Better performance: Training improves employee s ability and skills and, in turn, improves employee s performance both in quantity in quality. Better or increased employee performance directly leads to increased operation productivity and increased organizational profit .improvement in employee performance /productivity in develop countries lend support to this statement tainting programs , the best methods. Improved quality: Informal training programmers, the best methods of performing jobs are standardized and then taught to employees. This offers two-fold benefits. Firstly, unifromity in work performance helps improve the quality of work or service. Secondly, better informed, or say, trained workers are less likely to make operational mistakes. Less learning period: A well planned and systematical organized training programmed reduces the time and cost involved in learning. Training enables to avoid waste of time and efforts in learning through trial and method.
Less supervision: A trained works is self-reliant .he knows and works and way to perform it well. Therefore, his work requires less supervision. The supervisor can deport his time on more urgent works. High moral: Training not only improves the ability and skill of employees, but also changes employee attitudes towards positive. Higher performance, job security and avenues for internal promotion lead to high morale among the employee. High morale, in turn, makes employees more loyal to the origination. Personal growth: Training improves employee s obsolescence. This makes employees growth- oriented. Favourable organization climate: The aforesaid advantage combinedly lead to an improved and favourable organizational climate characterized by better industrial relations and disciplines, reduce resistence to change , reduced absenteeism and turnover of employee, and improved stability of organization. Thus, it may be observed that the importance of training can be ambushed with multiplicity of justification. A systematic and effective training is an invaluable investment in the h. r. of an organization. Hence the real problem for an organization is how to design an effective training program.
STRATEGY OF COAL INDIA LIMITED FOR TRAINING AND MANPOWER DEVELOPMENT: Optimise utilisation of the manpower in view of the need for improving productivity. Training of surplus labor for redeployment in required categories of workers or specialized disciplines where shortage of personnel cannot be entirely met by training/ developing people available within the company. Restrict executives recruitment as far as possible to the lowest managerial level. Replace the aging section of the workforce at the coalfaces by younger and physically more competent persons by encouraging aged workers to retire under attractive Voluntary Retiring Schemes. Maximise utilisation of training facilities already available and likely to be available within the company to meet the needs of the technological applications.
Utilise as far as possible the technical training facilities available with the various State-run Polytechniques and industrial Training Institutes. Expand the training infra-structure within the company s strengths/streamline the training organisation by suitable manning, and bring about uniformity in the structure of training organisations in all companies. Utilise the manpower development and training programmes conducted by specialised institutions within the country and abroad. Confine recruitment to such categories of workers or specialised disciplines where shortage of personnel cannot be entirely met by training/ developing people available within the companies. Encourage the employees to acquire higher skills and knowledge through extension of facilities for study loans, re-imbursement of study expense and financial incentives.
Training objectives:
To develop the skills of individual employees at all level, and to generate motivation amongst the workforce. Retraining and re-deployment of surplus manpower. To develop faculties for imparting proper training. To raise the productivity of coal mining and related activities through introduction of improved technologies. Streamlining of organisation and management. To imbibe a sense of discipline amongst the employees. To identify training needs and Key Result Areas
AREAS IN TRAINING
Electrical and mechanical fitter to have special training to manage both the nature of work effectively Concept of quality circle be introduced. Procedure and work instruction manual highlighting DO s and DON Ts should be developed by HRD and distributed to workers. Inter company educational tour and training facility to be enquired and introduced. Tour to best companies in India to study their best practices and adopt them at CCL as far as practicable. Simulators training to be introduce which will have a unique capability for skill perfection of HEMM operator for achieving benchmark performance. Attendance at refresher course and tread tests is made mandatory for promotion. Counseling on absenteeism and alcoholism be introduce at vocational training centers. Welfare training: I. Career counseling for employees children. II. Domestic management program to employees spouse.
Central Coalfields limited is having a 3 tier training structure. In the 1st tier, the semi-skilled and unskilled workers are being trained at vocational training Centers (V.T.C.) at area level. In 2nd tier, the semi-skilled and skilled manpower are being trained at Central Excavation Training Institute (CETI) and Bhurkunda Technical Training Institute (BTTI). The 3rd tier training is mainly meant for junior and middle management level employees, which is being imparted at Management Training Centre (MTC). Besides the above mentioned tier of trainings, two other institutes namely Security Training Institute (STI) and Institute of Occupational Medicine and Hygiene (IOMH) also impart training to the employees of CCL. While STI looks after the training of Security Personnel, IOMH is dedicated to train the doctors and medical support staff of CCL.
1. Conducting In-company Training Programmers through the Institutes situated at different places of CCL. 2. Sending the employees of CCL for external training programmers to outside training agencies according to the need of the Company. 3. Conducting In-company externals training programmers at their Training Centers by outside Agencies. 4. Conducting Post Diploma Practical Training (PDPT) to the students coming from Mining Institutes for the course Diploma in mining . 5. Sending the employees of CCL for Foreign training. 6. Conducting Practical Training for the students of BCA, MCA, BBA/ MBA, B.Tech and other vocational courses.
INHOUSE TRAINING
In this type of training the employees of CCL are being nominated to impart different training programmers conducted by the institutes of CCL for the development of their skills and knowledge on the basis of the recommendation of their Head of Department and also by selection of the Institutes. On the basis of nature of the programmes a syllabus containing the course is being designed and accordingly faculties mostly from CCL and sometimes from outside also are invited for taking the sessions for which they are paid honorarium according to the rates approved by CIL time to time.
Institutes basically conduct four types of training programmes: 1. Management Training. 2. Technology Training 3. General Development Training 4. Transformation Training.
1. MANAGEMENT TRAINING In Management Training general topics for the updating of Executives are covered to all grades. In addition to this, Cross Functional Programmes are being arranged like Medical Update, Mining for Non-Mining and Finance for Non-Finance programs etc. are being conducted. Under this training the programmes on General Management and Executive Update are also being conducted
2. TECHNOLOGY TRAINING Under this head of Training Programmes related with latest Technological Changes/ Developments are being conducted for Mining, Excavation, E&M, E&T, System (Computers), Survey, Geology, Environment etc. 3. GENERAL DEVELOPMENT TRAINING In this training programs general topics like Stress Management Yoga, Women Empowerment, Hindi Workshop are being conducted. 4. TRANSFORMATION TRAINING and
In the Transformation new inductees under the scheme of CCL by Land losers 9.3.2/9.4.0 is being imparted training. To the new recruits training for Fitters, Electricians, Armature Winder, Mining Sirdar and Survey are being conducted. After the training the employees appear in the exams conducted by DGMS and other State Authorities. And after successful completion/ passing the Exams they are being observed according to the vacancies in concerned grades. For the different In-house Training in CCL a Training Plan/ Annual Action Plan is being prepared.
TRAINING CENTERS OF HUMAN RESOURCE DEVELOPMENT DEPARTMENT OF CCL: 1. Management Training Institutes (MTC), Darbhanga House, Ranchi 2. Bhurkunda Technical Training Institute (BTTI), Bhukunda (Distance from head quarter Ranchi: 68 KM) 3. Central Excavation Training institute (CETI), Barkakana. (Distance from head quarter Ranchi: 52 KM) 4. Security Training Institute (STI), GNH Colony, Ranchi. (Distance from head quarter: 6 KM.) 5. Institute of occupational medicine and Hygiene (IOMH), GNH Colony Ranchi (Distance from head quarter: 5 KM.)
EXTERNAL TRAINING
In this Training employees of CCL are being sent to the different Training centre Situated all over India. They are being selected on the basis of following criteria: 1) Recommendation by the concern Department/H.O.D. of employees 2) Level of Participation whether the level of the Executives suits to the employee or not for which training his name is proposed. 3) Whether the discipline of the employee is concerned with the topic of training or not. After selection of the employees for the Training, CCL sponsors the employee for which the course fee of the Institutes for the training, Traveling Allowance, Daily Allowance, Boarding/ Lodging are being paid by CCL.
FOREIGN TRAINING
Employees are being nominated by CCL or Coal India for Training/ Seminar/ Workshop outside India. HRD Division scrutinizes their CR Ratings/ Vigilance report and confirms their candidature
IN COMPANY EXTERNAL
The process for conducting In company-External Training is the same as we do in the case of In-House Training. Only the difference is that it is a package programme conducted by the outside agency at our Institutes on a common terms & condition. Like about fee structure, conveyance, reading materials etc. In this programme the syllabus is also designed by the outside agency as per the concerned topic. We only provide them the infrastructural support like classroom, Lap-Top, LCD/ OH Projectors, working lunch etc.
PDPT TRAINING:
The students from various Mining Institutions are imparted training after obtaining approval from the competent authority and registration by the Board of Practical Training, Eastern Region. It is a wing under the Ministry of HRD. The students are placed for practical training in the field of mining for which they are paid stipend. And at the year end 50% of this amount is reimbursed by the BOPT to us.
IICM TRAINING: Employees are selected in consultation with the HODs and sent to IICM to participate in different programmes as per the annual calendar of the Institute.
ANNUAL ACTION PLAN FOR THE YEAR 2011-2012 OF MANAGEMENT TRAINING CENTRE, RANCHI
SL
PROGRAMME NAME
NO. OF Course
NO. OF PERSONS TO BE TRAINED AUG SEP OCT NOV DEC JAN FEB MAR E
LEVEL S W TOT AL
NO A.
MANAGEMENT Orientation Programme for Subordinate Engineer Contract Management Executive update General Management Programme Finance for Non-Finance TQM & ISO 9000/14000 SUB-TOTAL A 3 6 20 20 20 60 60
1 2 2
6 6 6 15
15 15 15 15
15 30 30
15 30 30
2 1 11
6 6 20 20 20
15
15 20
30 20 185
30 20 185
30
30
30
15
20
B. 7
Functional Programme on Mines Safety Functional Skill Programme for Mining Functional Skill Programme for Excavation Functional Skill Programme for E&M
15
15
15
15
15
15
15
15
15
10
15
15
15
SL.
PROGRAMME NAME
NO. OF
Duration
LEVEL
NO
Course GENERAL
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTA L
C.
DEVELOPMENT
11
10
10
10
10
20
12
17
10
20
20
20
20
10
10
20
10
10
10
10
85
45
40
170
19
10
20
20
20
20
20
10
20
20
10
10
10
85
55
50
190
GRAND TOTAL
(A+B+C)
34
30
55
70
65
50
50
25
40
20
10
10
10
330
55
50
435
ANNUAL ACTION PLAN FOR THE YEAR 2011-2012 OF BHURKUNDA TECHNICAL TRAINING INSTITUTE, RANCHI
SL.
PROGRAMME NAME
NO. OF
Duration
LEVEL
NO A TECHNOLOGY
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTA L
20
20
20
20
10
10
20
20
20
20
20
20
20
20
20
20
SUB-TOTAL A
20
40
20
20
30
70
100
BHURKUNDA TECHNICAL TRAINING INSTITUTE, RANCHI SL. PROGRAMME NAME NO. OF Duration NO. OF PERSONS TO BE TRAINED LEVEL
NO B GENERAL DEVELOPMENT
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTAL
20
15
20
20
20
15
25
40
30
20
20
30
50
20
15
20
10
20
20
20
11
15
20
20
20
12
20
10
10
20
SUB-TOTAL B C TRANSFORMATION
20
40
20
50
40
20
95
95
190
Basic Courses:-
13
29
35
35
35
14
28
35
35
35
35
35
70
70
ANNUAL ACTION PLAN FOR THE YEAR 2011-2012 OF CENTRAL EXCAVATION TRAINING INSTITUTE, RANCHI
SL.
PROGRAMME NAME
NO. OF
Duration
LEVEL
NO A TECHNOLOGY
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTAL
Dumper Operators
20
20
20
Shovel Opertators
10
10
20
20
Drill Operators
10
10
10
Dozer Operators
10
10
10
Welder
10
10
10
Electrician
10
10
10
OEM Programme
Cummins Engine
15
10
15
15
10
15
Kawasaki Payloder
15
10
15
10
Hitachi Hyd.Shovel
15
10
15
SUB-TOTAL A
11
15
10
40
20
25
10
20
20
120
140
GENERAL DEVELOPMENT
11
First-Aid Course
20
10
10
20
12
Supervisory Development
15
15
15
20
10
10
20
40
15
35
20
55
CENTRAL EXCAVATION TRAINING INSTITUTE, RANCHI SL. PROGRAMME NAME NO. OF Duration NO. OF PERSONS TO BE TRAINED LEVEL
NO C TRANSFORMATION
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTAL
14
Dumper Operators
6 Months
10
10
20
20
15
Shovel Opertators
6 Months
10
10
20
20
16
Drill Operators
6 Months
10
10
10
17
Dozer Operators
6 Months
10
10
20
20
18
Fitter/Mech./EPH Course
6 Months
10
10
10
19
6 Months
10
10
10
10
10
10
10
10
10
10
10
10
90
90
23
10
25
20
5==0
70
50
20
10
20
10
55
230
285
ANNUAL ACTION PLAN FOR THE YEAR 2011-2012 OF INSTITUTE OF OCCUPATIONAL MEDICINE & HYGIENE, RANCHI
SL.
PROGRAMME NAME
NO. OF
Duration
LEVEL TOTA L
NO A. MANAGEMENT NIL
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
SUB-TOTAL A.
NIL
NIL
B.
TECHNOLOGY
15
15
15
15
15
15
90
90
15
15
15
15
30
30
60
15
15
15
SUB-TOTAL B
11
15
15
15
15
15
15
15
120
45
165
C.
GENERAL MANAGEMENT
SL.
PROGRAMME NAME
NO. OF
Duration
LEVEL
NO. A. MANAGEMENT
Course
in days
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTAL
NIL
SUB-TOTAL A
NIL
NIL
B.
Functional
20
20
20
25
25
20
20
20
30
140
140
20
20
20
TRANSFORMATION
Basic Induction
20
20
20
CATEGORY OF EMPLOYEE
2007-08
2008-09
200 9-10
2010-11
EXECUTIVE
416
496
600
NON-EXECUTIVE
1425
1506
1321
TOTAL
1841
2002
2021
Chart Title
2500 2000 1500 1000 500 0 EXECUTIVE NON EXECUTIVE TOTAL 2007-08 2008-09 2009-10 2010-1011
A. IN COMPANY
INSTITUTES 2007-08 TRGT. MTC, BTTI, BHURKUNDA CETI, BARKAKANA IOMH, GNH, STI, GNH, SUB-TOTAL
2500
NUMBER OF PERSONS TRAINED 2008-09 2009-10 2010-11 AC TR AC TR AC TR T. GT. T. GT. T. GT. ACT. 672 460 858 410 797 435 781 434 340 452 340 458 355 494 430 250 330 290 346 250 254 120 100 142 100 252 105 243 185 200 220 200 153 200 249 184 135 200 134 200 134 1 0 2 0 6 5 2021
2000
1500
2007-08 2008-09
1000
2009-10 2010-2011
500
B. OUTSIDE COMPANY
636
743
649
802
C.WORKSHOP/ SEMINARS
TRAINING
2007-08 ACTUAL
IN/ AROUND
376
D. GRAND TOTAL
TRAINING
2007-08 ACTUAL
GRAND TOTAL
2853
GRAND TOTAL
3200
3100
3000
2700
CONCLUSION
IN THE YEAR 2007 TO 2008 THERE WERE 416 EXCEUTIVE EMPLOYEES AND 1425 NON EXECUTIVE. IN THE YEAR 2008 TO 2009 THERE WERE TOTAL 2OO2 EMPLOYEES OF WHICH 496 WAS EXECUTIVE AND 1506 WAS NON EXECUTIVE. IN THE YEAR 2009 TO 2010 THERE WERE 574 EXECUTIVE AND 1432 NON EXECUTIVE EMPLOYEES. IN THE YEAR 2010 TO 2011 TH E TOTAL NUMBER OF EXECUTIVES WAS 600 AND NON EXECUTIVES WAS 1321. THE INSTITUTE WHICH PROVIDES IN COMPANY TRAINING ARE MTS RANCHI. THESE CO S HAVE TARGETED 1345 PERSONS TO BE TRAINED BUT THE ACTUAL NUMBER OF PERSONS WHO GET IN COMPANY TRAINING ARE 2021 IN YEAR 2010 TO 2011. IT ALSO PROVIDES OUTSIDE COMPANY TRAINING WHICH INCLUDES EXTERNAL AND ICM RANCHI. THE TOTAL ACTUAL NUMBER OF PERSON WHO GOT TRAINED IN 2010 TO 2011 IS 802. C.C.L ALSO ORGANISED WORKSHOP/SEMINAR FOR ITS EMPLOYEES. IT ALSO ONE OF THE MODE OF PROVIDING TRAINING TO THE PERSONS. IN AROUND RANCHI IT PROVIDED ACTUAL TRAINING TO 376 PEOPLE IN 2007 TO 2008. IN THE YEAR 2008 TO 2009 IT WAS 352. IN YEAR 2009 TO 2010 IT WAS 147 AND IN THE YEAR 2010 TO 2011 THE ACTUAL NUMBER OF PERSON WHO GOT TRAINED IS 298. THEREFOR TOTAL NUMBER OF PEOPLE WHO GOT TRAINED IN YEAR 2010 TO 2011 IS 3121.