INTERNSHIP REPORT

ON
HUMAN RESOURCE & INDUSTRIAL
RELATIONS SCENARIO
AT
ODISHA MINING CORPORATION
BHUBANESWAR

FOR PARTIAL FULFILLMENT OF PRACTICAL REQUIREMENT FOR

AWARD OF POST GRADUATION DEGREE IN PERSONNEL
MANAGEMENT AND INDUSTRIAL RELATIONS
SUBMITTED BY
ROHAN MOHANTY
ROLL NO: 21PMIR039
BJB Autonomous College
Dept. Of PMIR

UNDER THE GUIDANCE OF

Mr. Sumit Sahoo Mrs. Soma Nayak

DGM– (Personnel) HOD, Dept. Of PM&IR
OMC house, OMC ltd. BJB Autonomous College
Bhubaneswar Bhubaneswar

POST GRADUATE DEPARTMENT OF PERSONNEL

MANGEMENT AND INDUSTRIAL RELATIONS

BJB AUTONOMOUS COLLEGE, BHUBANESWAR

751014
 CERTIFICATE

This is to certify that Mr. Rohan Mohanty , Roll NO:- 21PMIR039,

pursuing post graduate in Personnel Management and Industrial
Relations from BJB Autonomous college, Bhubaneswar has successfully
undergone 40 DAYS vocational training at Odisha Mining Corporation ,
Bhubaneswar starting from 2ND September 2022 to 11th October 2022.

He has taken keen interest in absorbing the knowledge and completing the
project on “HUMAN RESOURCE AND INDUSTRIAL RELATIONS
SCENARIO” during his training period here at OMC. We found him
sincere, hardworking and his performance was excellent during the training
period. His character and conduct was found satisfactory.
We wish him good luck in his future endeavours.

Mr. Sumit Sahoo

Dy. General Manager(PERSONNEL)
 POST GRADUATE DEPARTMENT OF PERSONNEL
MANGEMENT AND INDUSTRIAL RELATIONS
BJB AUTONOMOUS COLLEGE,
BHUBANESWAR-751014

Certificate

This is to certify that this summer internship report entitled “HUMAN

RESOURCE & INDUSTRIAL RELATIONS” scenarios at ODISHA
MINING CORPORATION LTD., BHUBANESWAR is the result of
genuine research work carried out by Rohan Mohanty under the faculty
guidance and supervision of Miss Soma Nayak, HOD of Dept. of
PM&IR, BJB Autonomous College for partial fulfillment of the Post-
Graduation degree in PM & IR during the session 2021-23.

(Mrs. Soma Nayak)

PLACE: HEAD OF THE DEPARTMENT
P.G. DEPT of PM & IR
DATE: BJB AUTONOMOUS COLLEGE
BHUBANESWAR,ODISHA
 POST GRADUATE DEPARTMENT OF PERSONNEL
MANGEMENT AND INDUSTRIAL RELATIONS
BJB AUTONOMOUS COLLEGE,
BHUBANESWAR-751014

DECLARATION

I do hereby declare that, this report titled “HUMAN RESOURCE & INDUSTRIAL
RELATIONS scenario at Odisha Mining Corporation Ltd., Bhubaneswar is an
authentic record of my own work and research and is being submitted by me for partial
fulfillment for the course Master in Personnel Management & Industrial Relations of
BJB Autonomous college.

DATE NAME: ROHAN MOHANTY

PLACE: ROLL NO: 21PMIR039
DEPARTMENT OF PM &IR
BJB AUTONOMOUS COLLEGE

ACKNOWLEDGEMENT
It is with great satisfaction and achievement that I have successfully completed my
internship programme project at OMC, Bhubaneswar.

I am grateful for having an opportunity to meet so many wonderful personalities and

professionals who led me during my internship period. I express my deepest sense of
gratitude and special thanks to Mr. Sumit Sahoo , Mr. Saroj Kumar Nayak and
Miss. Preetisudha Mishra for allowing me to carry out my project at this esteemed
organization.

I offer my solemn and earnest regards to Miss Preetisudha Mishra, Dy. Manager
(Personnel) my project guide whose scholarly guidance and illuminating suggestions
inspired me in shaping my project work.

I further declare that this is my original work and has not been previously submitted to
this or any other university for any degree. This project is incomplete without
presenting my token of gratefulness to Mrs. Soma Nayak (HOD, Dept. of PMIR).

Yours Sincerely
Name-Rohan Mohanty
Roll No.-21PMIR039

PREFACE
This internship project is a part of the curriculum of two years’ P.G. in
personnel Management and Industrial Relations of BJB Autonomous
College, Bhubaneswar.
This report is the product of summer training in Human Resource
Management and Industrial Relations scenario at OMC Bhubaneswar for 40
days starting from 2nd Sep to 11th Oct.
I am fortunate enough to undergo training at Odisha Mining Corporation
Limited, Bhubaneswar , a Gold Category state Public sector Unit of
Department of Steel and Mines Government of Odisha Which is in
Bhubaneswar . I have been able to acquire comprehensive and depth
knowledge about HR&IR scenario they have been following.
In my report I have given a brief Description about OMC; basically the
present status as well as functioning and activities of OMC.
 Content

1. Introduction
a) Introduction to the topic
b) Objective of the study
c) Importance of the study
d) Scope of the study

2. Methodology of the study

3. Review of Literature

4. Industry Profile

5. Company Profile

6. Industrial Relation Scenario in OMC

a) Industrial Relations
b) Trade Union
c) Workers participation in management
d) Discipline
e) Grievance Redressal Mechanism
f) Welfare Activities

7. Corporate Social Responsibility in OMC

8. Human resources in OMC
a) Human resource management
b) Structure of HR department
c) Manpower Planning
d) Recruitment and selection
e) Recruitment and selection of non executives
f) Recruitment and selection of executives
g) Wage Structure
h) Performance Management System
i) Training and Development system of OMC

9. Data Analysis

10. Findings

11. Suggestions

12. Conclusion

13. Bibliography

14. Questionnaire
 CHAPTER 1
INTRODUCTION
During the past three decades the personnel function has witnessed dramatic changes.
Transformation of the scope and the applicability of personnel in the vast ambit of
human resource has been a symbolic change through periods. Use of “HRM” in place
of “Personnel function” is a process of dramatic change in itself. The personnel has
acquired a unique status and reputation in almost all service sectors, including
banking, insurance, finance, telecom , software , hotels apart from the tradition
manufacturing and engineering fields. Personnel people are the new corporate
honchoes achieving and assuming positions of prestige and importance.
HRM is also a strategic and comprehensive approach to managing people and
the workplace culture and environment. Function of HRM within an organization
mainly focuses on recruiting. Managing and providing direction for the people who
work in the organization. It is the organizational function that deals with the issues
related to people such as compensation. Performance management, hiring,
organizational development, safety, wellness, benefits, employee motivation,
communication, administration and training.
Industrial relations can be defined as the relations between managements and
unions or between representatives of employees and representatives of employers. In
its widest sense, it includes relations in all aspects of work and employment between
parties to an employment in contract. According to ID act 1947 Industry means –“any
systematic activities carried on by co-operation between employer and his workmen
for the production of goods and services with a view to satisfy human wants or
wishes” , relations means “ The relations existing between employer and employee.
Issues relating to people as groups/collectives vis-à-vis managements are also relevant
in non- unionized situation. Therefore the study of the IR also refers to as employment
relations which covers all the aspects of the relations between employee and employer
and encompasses both unionized and non-unionized situation.
INDUSTRIAL RELATIONS (IR) DEPARTMENT is responsible for
maintaining a healthy relationship between individual workers, employees and plays a
critical role in settlement of disputes arising out of it. Unlike a HR manager, an IR
manager plays a role of directive leader and ensures that all the regulations of the
employer are strictly followed.
 OBJECTIVES OF THE STUDY

 TO GAIN PRACTICAL KNOWLEDGE ABOUT HR & IR PRACTICES IN OMC .

 TO KNOW ABOUT ORGANISTION CLIMATE IN OMC.
 TO KNOW ABOUT THE DISCIPLINARY ACTIONS TAKEN FOR ANY MAJOR OR
MINOR MISCONDUCT.
 TO GIAN AN OVERALL IDEA ABOUT THE ORGANISATION AND HAVE A BRIEF
IDEA ABOUT WHAT PRODUCTS & FACILITIES OMC PROVIDES .
 TO STUDY THE STATUS OF THE EMPLOYER- EMPLOYEE RELATIONSHIP
EXISTING IN THE ORGANISATION.
 TO STUDY THE HRD PRACTICED TRAINING & DEVELOPMENT SCHEMES
ADOPTED BY THE ORGANISATION.
 TO STUDE THE PERFORMANCE APPRAISAL SYSTEM OF THE ORGANISATON.
 TO STUDY THE BENEFITS GIVEN BY THE ORGANISATON TO ITS EMPLOYEES.

IMPORTANCE OF THE STUDY

The study has got wide relevance in formulating valid information
about the organization. It also helps in getting a critical look into the
personnel of the organization, organizational behavior, HR & IR practices
actually being carried down by different departments, employer- employee
relationship and the environment of the organization. The importance of the
study is to get practical insights about the organization.

This study is the part of academic purpose for the partial fulfillment of “PM & IR” course.
 SCOPE OF THE STUDY
Labour plays a vital role in the industry. Unless the interest of the labour is
safe guarded the success of the industrial development cannot be achieved.
The progress and prosperity of industry depend on the restoration of
industrial peace. It aims at studying how industrial unit is organizing its
manpower and administrating towards achieving organizational goal. The
study aims at making and elaborate analysis of different functions in the
area of personnel administration an industrial relations. The nature of study
is basically practice oriented, without having a knowledge of practice at the
field level, one cannot conceive fully the reality behind the area that
regulate the industrial relations in an enterprise. One has to acquire both the
theoretical and practical knowledge.

The scope of the study is confined to OMC. The data has been
elucidated in the following areas;
 Grievance Handling And Disciplinary Actions.
 Trade Union And Its Relationship With The Management.
 Organization Structure And Functions Of The Personnel
Department, IR Department.
 Positive Aspects Of Industrial Relations, Which Broadly Cover
Collective Bargaining, Labour Management Etc.
 Negative Aspects Of Industrial Relations Such As Conflict
Resolutions Including Industrial Disputes And Their Settlement,
Absenteeism, Indiscipline.
 Productivity Efficiency.
 Labour Welfare.
METHODOLOGY OF THE STUDY
For the purpose of the study, following two methods are used to collect the data
from various sources.
 Primary Sources Of Data
 Secondary Sources Of Data
PRIMARY SOURCES OF DATA
The primary data are those, which are collected afresh & for the first time, & thus
happen to be original in character. The data on the required information is collected
from actual persons using the product/services.
SECONDARY SOURCES OF DATA
The data which have already been collected by someone else or taken from published
or unpublished sources & which have been already been passed through the
statistical process. In my training period I have collect all valuable & required
information from various sources suppose:
Observation of the work done by executives.

 From primary sources: some information are collected direct from the
employee.
 From secondary sources: many of my informations are collected from the
official website of the , records, documents & internet.
LIMITATIONS OF THE STUDY
 During the course of under study training program me the following difficulties
were faced.
 To collect information from employees from their busy work schedules had
made the task more difficult.
 REVIEW OF LITERATURE

A review of literature on HRM practices has been made with a view to

understand the research work that has been made with a view to understand to
research work that has been done so far in the field of HRM for last few years.
The present review of literature is divided into three sections, review of books
on HR practices, review of articles in national and international journals and
review of theses. For the sake of better understanding and simplicity, the review
of articles on journals is broken on the basis of various functions of HRM.

 Geetakumari, JyotiBhat and K.M. Pandey(2010) studied the process

of recruitment and selection process with special reference to
Hindustan Coca-Cola Beverage pvt.Ltd; Gangyal, Jammu,India and
observed…show more content…
 Ms. Kavitha(2014)has studied the importance of manpower planning
in organizations and felt that HRP helps in predicting future
manpower requirements and thereby estimating number and kind of
manpower requirements so as to meet the companies short term as
well as long term objectives
 Dr. Jameender Ritesh(2014) Studied the importance and impact of
human resource planning in effectiveness and competitiveness of an
organization and felt that HRP is essential in order to prevent
shortage of human resources and skill satisfy future staffing needs
avoid industrial unrest show the flow of information of individual
and increase productivity and concluded that effective manpower
planning must embrace the procurement, employment, development
and maintenance human resources of the organisation
 CHAPTER 2
INDUSTRY PROFILE
INTRODUCTION TO THE MINING INDUSTRIES:
Mining and mineral industries constitute the backbone for industrial expansion in India. The mining sector
contributes substantially in the socio-economic prosperity of our country by supplying essential raw materials
to the industries and power sector. Gifted with a wide range of minerals, India is one of the leading procedures
and exporters of several minerals in the world. Mining Industry in India started its journey long back in 1774,
when the East India Company permitted an English company to undertake mining activities in the coalfield in
Ranging. Gold Mining in Kolar Goldfield was started by M/s John Taylor & Sons Ltd in 1880. It was in the
year 1866 that the first oil well in India was drilled in Digboi. Despite having such a glorious past, the Mining
Industry in India continued to be primitive in nature till the beginning of the current century.
It was only after independence that the mining sector in India experienced a phenomenal increase in growth
rate. In total there are 84 minerals being produced in India including 4 fuels, 11 metallic, and 49 non- etallic
industrial and 20 minor minerals. The products of Indian mining sectors consist of coal, lignite, limestone, iron
ore, bauxite copper, lead, zinc and many more contributed by over contributed by over 3100 mines located all
over the country. Productions from open cast mines account for more than 80 percent of the total mineral
production in the country. So the quality of minerals being excavated annually from the 5 Indian mines can be
determined by summing up the quantity of overburden with the annual mineral production.
Indian mining industry is characterized by a large number of small operational mines. The Number of mines
which reported mineral production (excluding minor minerals, petroleum (Crude), natural gas and atomic
minerals) in India was 2954 in 2008-09 as against 2854 in the previous year. Out of 2954 reporting mines, 433
were located in Gujarat followed by Andra Pradesh (406), Madhya Pradesh (298), Jharkhand (298), Rajasthan
(252), Odisha (236), Karnataka(230), Tamil Nadu (159), Maharashtra (154), Chhattisgarh(150) and West
Bengal(113). These 11 states together accounted for 92.83% of total number of Mines in the country in 2008-
09. The number of Mines are
Location of Mining Sources or Mines in India
 Petroleum: Bombay High field, Gujarat and Assam.
 Coal: Tamil Nadu, Chhattisgarh, Maharashtra, Odisha, West Bengal and Andhra Pradesh.
 Iron Ore: Andhra Pradesh, Bihar, Goa, Karnataka, Madhya Pradesh, Maharashtra, Odisha, Rajasthan
etc.
 Diamonds: Panna Mines in Madhya Pradesh, Andhra Pradesh and Odisha.
 Gold & Silver: Kolar fields in Karnataka, Dona block in Andhra Pradesh, Banasawar district
Rajasthan and Madhya Pradesh.
 Bauxite: Odisha, Andhra Pradesh, Madhya Pradesh, Gujarat, Maharashtra, and Bihar.
 Chromite: Byrapur, Karnataka, Boula, Kathpal, and Odisha
 Copper Ore: Madhya Pradesh, Rajasthan, Bihar, Sikkim.
 Granite: Andhra Pradesh, Bihar, Gujarat, Karnataka, Kerala, Madhya Pradesh, Maharashtra,
Meghalaya, Odisha, Rajasthan, Tamil Nadu, Uttar Pradesh etc.
 Lead and Zinc Ore: Rajasthan, Andhra Pradesh, Bihar, Gujarat, Maharashtra, Sikkim, Tamil Nadu,
Uttar Pradesh
 Manganese Ore: Madhya Pradesh, Goa, Maharashtra, Andhra Pradesh, Bihar, Gujarat, West Bengal,
Karnataka.

MINING COMPANIES IN INDIA:

 NCDC-National coal Development Corporation of India
 NMDC-National Mineral Development Corporation of India
 BALCO-Bharat Aluminium Company
 PPCL-Pyrites, Phosphates and Chemicals Ltd.
 HZL-Hindustan Zinc Ltd.
 BGML-Bharat Gold Mines Ltd.
 HCL-Hindustan Copper Ltd.
 SAIL-Steel Authority of Indiia Limited (formerly it was Hindustan Steel Ltd)
 NALCO-National Aluminium Company Limited
 OMC-Odisha Mining Corporation Ltd.
 Mahanadi Coalfields Limited a Subsidiary of Coal India Limited
 IMFA Groups

INDIA'S CONTRIBUTION IN THE MINERAL PRODUCTION IN WORLD

 India is leading producer of mica blocks and mica mica splitting
 Third largest Chromite producer in the world
 Third in production of coal, lignite and barites
 Fourth largest bauxite and manganese ore producer
 Tenth position in Aluminium
 Eleventh position in crude steel production in the world

Mineral Reserves in Odisha; Odisha is endowed with vast resources of a variety of minerals and occupies
a prominent place in the country as a mineral rich State. Abundant reserves of high-grade Iron ore,
Bauxite,Chromite, Manganese ore along with other minerals such as Coal, Limestone, Dolomite, Tin, Nickel,
Vanadium, Lead, Graphite, Gold, Gemstone, Diamond, Dimension& Decorative Stone etc. are extensively
available in the State. This has opened up immense possibilities for locating mineral based industries for
manufacture of Steel, Ferro-alloys, Cement, Alumina/ Aluminum, Refractories, Thermal Power etc., along
with setting up other auxiliary and ancillary downstream industries.
The Steel & Mines Department is one of the important Departments of Government of Odisha. It works for the
development of the mineral resources of the State under the regulatory powers. It also encourages and
provides support for value addition and end-use of minerals in the State. Thereby creating facilities for
employment, Socio-economic development and fetching more revenue for the State. The main functions and
activities of the Department of Steel and Mines are systematic survey and assessment of the mineral deposits
of the State, their exploitation, administration of mines and mineral concession, enforcement measures for
prevention of illegal mining and smuggling of minerals, assessment and collection of mining revenue, study of
the impact of mining operation on environment and research and development of areas and minerals for
meeting the needs of mineral based industries in the State. The Steel and Mines Department is the
administrative Department of the Directorate of Mines, the Directorate of Geology and Odisha Mining
Corporation Ltd.
National Mineral Policy, 2008 has emphasized on intensive mineral exploration programmes to augment the
resources for fast development of the Nation. Basing on this the exploration programme of the Directorate has
been prepared for coming 10 years in the thrust areas like iron ore, bauxite, chromite, coal, heavy mineral
sand, manganese, diamond, limestone and dolomite, PGM & Nickel, basemetal and graphite Iron ore.

Iron Ore
 Identification of unexplored iron ore blocks and detailed assessment thereof in Kendujhar and
Sundargarh districts.
 Assessment of possible iron ore resources within & below BHQ/BHJ relating to above area.
 Reassessment of Malangtoli, Mankadnacha, BadamgarhPahar and Baliapahar iron ore deposits of
 Kendujhar and Sundargarh districts.
 Assessment of sub-grade iron ore resources of + 45% Fe for future use.
 Assessment of titanium bearing vanadiferous magnetite deposits in Mayurbhanj district

Bauxite
 Inventory for identification of small bauxite pleateaus (about 200 nos.) and assessment of bauxite
resources in undivided Koraput, Kalahandi &Kandhamal districts.
 Assessment of sub-grade bauxite resources having +35% A1203 & -5% SiO2 content for use by
blending and beneficiation.

Chromite
 Proving of extension of Sukinda ultramafic complex in the adjacent areas beyond Sukinda Valley.
 Assessment of chromite upto 350 m depth to augment the resources.
 Assessment of chromite resources having +10% Cr203 content for use by beneficiation.
 Geochemical exploration for locating hidden deposits between Sukinda valley and Baula-Nuasahi
Compendium of Mineral Resources of Odisha 17

Coal
 Exploration of seam I coal in Talcher Coalfield (Ananta, Jagannath&Bhubaneswari Blocks) for
exploitation by underground mining.
 Exploration for coal in Ib Valley Coalfield (Madhupur and Manoharpur Blocks) to assess coal
resources.
 Assessment of coal bed methane in Ib Valley Coalfield.
Beach Sand (Heavy Minerals)
 Assessment of heavy minerals like ilmenite, rutile, monazite, zircon, sillimanite and garnet in beach
sand of Puri Coast (Chilika to Astaranga)

Manganese
 Assessment of manganese resources in Rayagada&Kendujhar districts.
 Reassessment of +15% Mn in the above districts for use after beneficiation.

Diamond
 Exploration for Diamond in Dharambandha area of Nuapara district
 Search for Diamond in Sinapali block of Nuapada district

Limestone & Dolomite

 Identification and assessment of low alkali limestone and dolomite in Sundargada district
 Assessment of sub-grade limestone and dolomite deposits as per the threshold value recommended by
IBM for future use after beneficiation
 Assessment of small limestone and dolomite deposits in Nuapada, Balangir&Baragada districts.

Platinum Group of Minerals (PGM) & Nickel

 Exploration for PGM (platinium, palladium, rhodium, iridium) & Nickel around Sukinda valley
 Assessment of quantum and grade of nickeliferous overburden in Sukinda valley for its future use
 after beneficiation.
 Geochemical exploration for PGM & Nickel between Sukinda valley and Baula-Nuasahi

Basemetal
 Geochemical exploration for basemetal in Jareikola Bamra shear zone between Raghunathpali
conglomerate and hon Ore Super Group of rocks followed by Geophysical exploration.
 Geochemical and geophysical exploration around Kermeli in Baragada district, Saintala in Balangir
district and Sisakhal in Kalahandi district to locate hidden deposits. Compendium of Mineral
Resources of Odisha 18

Graphite
 Assessment of low grade graphite resources in Balangir, Baragada, Kalahandi, Rayagada and Angul
district.
 Geophysical exploration surrounding the existing graphite mines to locate the extension of the
graphite deposits
 CHAPTER-3
COMPANY PROFILE
INTRODUCTION:
Odisha is one of the richest states in India in terms of mineral wealth. However, this wealth was largely
untapped as mining is a very capital intensive industry and in the early years of independence capital was
scarce. Under these circumstances, Odisha Mining Corporation Limited (OMC) was incorporated on 16 th May
1956 as a joint venture Company of Govt. of Odisha and Govt. of India with the objective of harnessing the
mineral wealth of the State of Odisha through exploration, extraction as well as value addition.
Four years later, following the withdrawal of the Govt. of India from the company, OMC became a wholly
State-owned Corporation of Govt. of Odisha on 17th Nov 1961. As of now, it continues to be a wholly owned
corporation of the Odisha Government, which has subscribed to the entire paid up capital of Rs.31.45 crores
out of an authorized capital of Rs.100 crores.
The major minerals mined by OMC are chrome, iron and manganese ore which cater to the requirement of
mineral based industries such as steel, sponge iron, pig iron, ferro-manganese, ferro-chrome, etc.
MINES:
OMC has been growing steadily over these years and today it stands as the largest State PSU in the mining
sector of the country. It recorded the highest ever turnover of Rs.2850 Cr. in FY2017-18.
OMC is ably managed by an eminent Board of Directors consisting of Government Directors as well as
Independent Directors. The Chairman and the Managing Director look after the day-to-day running of the
Corporation under the guidance of the Board of Directors.
That OMC has been classified as a "Gold Category State
PSU", is a 100% debt free profit making corporation, is
a testament to the excellent processes and systems put in
place by the management team.
One such system was the adoption of SAP, an ERP tool,
since 2004 to streamline its business processes, bring
synergy in functional activities across the organization,
handle numerous business locations and expanding
volumes. SAP also helps in bringing greater
transparency in financial transactions and effective
monitoring and financial control enabling the
organization to take informed and timely decisions. As a matter of fact, OMC was awarded with the Golden
Peacock Award in 2006-07 by the Institute of Directors, New Delhi for successfully implementing SAP across
the organization.
ORE HANDLING PLANT:
Daitari iron ore plant is the flagship of OMC's operations. Fully mechanized with round the clock operation,
Daitari is poised to produce three million tones of washed as well dry screened caliberated iron ores and
mines. The second steel plant of Odisha (Neelachallspaat Nigam Limited) principally out of sources its raw
materials requirement.
BENIFICATION PLANT:
The state-owned Odisha Mining Corporation (OMC) has decided to set up its second Chrome Ore
Beneficiation Plant (COBP) with an investment of Rs 22 crore, official sources said.
According to Steel and Mines Minister PadmanabhaBehera, OMC decided for the second COBP plant to
generate extra income from the low grade ore generated during the course of chromite mining Its present
COBP at Kaliapani in Odisha's Jajpur district has an annual feeding capacity of 1,80,000 tons. Sources said the
OMC's move for the second COBP came in the wake of suggestions made by the experts who said that most
of the low grade chromite ore hold prospects of being beneficiated to high grade concentrate which had
tremendous export potential.
Performance of the existing COBP and the prospect of the value addition to the low grade ores encouraged
OMC to set up another similar unit.
The new unit with a feeding capacity of 1.5 lakh MTPA would also be set up at Kaliapani in Jajpur district.
HUMAN RESOURCES DEVELOPMENT:
Human resources are the richest wealth of OMC. Be it bonus/incentive or liberal benefits, the OMC
employees enjoy a welfare package comparable to that best in the industry. OMC also contributes a substantial
amount for development of sports and culture as well as for health immunization and literacy campaigns.
ENVIRONMENTAL POLICY:
OMC, engaged in mining and facilitating development of mineral based industries, are committed to maintain
clean and green environment in and around our mines while striving to satisfy our stakeholders as a socially
responsible corporate. In order to achieve the same:
Prevent pollution and protect environment through optimization of mineral recovery minimization.
Use explosive, fuel and energy economically.
Comply to all application legal and other requirements to which OMC subscribes develop among employees
and adherences to sound environmental practices.
ODISHA REGIONAL OFFICES:
 Gandhamardhan Iron Ore Project
 Suakati, Keonjhar
 Daitari Iron Ore Projects
 Daitari, keonjhar
 Barbil Regional Office Jajpur
 J.K Road Regional Office, Jajpur
 Koira Regional office Loira, Sundargarh
 Bangur Regional Office Bangur, Keonjhar

The OMC establishments across the state are listed below;

 Head office is at Bhubaneswar
 Regional Offices are at JK Road (Jajpur), Daitari (Keonjhar), Koira (Sundargarh), Rayagada and
Angul.
 There are Mining Offices/Sites Offices in various mines under every Region.
 One Chrome Ore Beneficayion Plant (COBP) at Kaliapani.
 Export Office at Paradip
  Prospecting Divisional Offices are located at J.k. Road, Barbil, Koira, Serenda- Bhadrasahi,
Gandhamardhan, Khandadhar, Daitari and Bhawanipatna
VISION:
To become world class organization in mining with its core activites by providing the best of the service in
terms of quality, customer satisfaction and environmental sustainability. Our Vision statement outlines our
existence and growth philosophy while maintaining the core values of sustainability.
MISSION AND OBJECTIVES:
 Sustained productivity through safe practices & strict quality control.
 Addressing people related issues with special emphasis on project-impacted community of consistent
support through peripheral development & CSR activites.
 Efficient & Cost effective &eco friendly mining without compromising on safety & pollution control
norms.
 Generating revenue &working towards nation-building by providing self-employement opportunities
 Skilled and committed workforce striving towards its ultimate goal through sheer self-discipline.
 Total customer satisfaction through prompt delivery of quality materials & services.
 To be guided by the highly ethical standards in conduct of business.

Environmental Protection, Energy Conservation And Sustainable Development Should Go Hand-In-Hand

Environment and Natural Resource Conservation is the topmost priority at OMC and with this sustainable
approach OMC is on the journey for implementation of robust environment management system with a strong
vision and mission of Environmental Protection and Sustainable Development.
The mining operations at various leasehold areas of OMC in respect of Gandhamardan, Daitari,
South-Kaliapani, Sukurangi, Kurmitar, Bangur, Kodingamali and Tiringpahar mines are being continued by
abiding by the necessary statutory compliances which are being continuously monitored in terms of
environmental monitoring of all the environmental components like air, water (surface and ground), waste
water, soil and noise. Strict compliance of stipulated conditions in the consents and clearances granted from
SPCB, Odisha &MoEF, Govt. of India, is also being ensured by having a check on pollution control measures
adopted at respective sites.
OMC actively minimizes the environmental impacts during mining operations and our environment
strategy outlines a clear framework for abatement of Pollution. OMC considers the economical use of all
resources as part of its mission and mandates all its contractors on efficient usage and management of energy
resources which caused a reduction in energy consumption year after the year in all our mines.
OMC has engaged M/S Centre For Envotech and Management Consultancy Pvt. Ltd.,
Bhubaneswar,Odisha for carrying out various Environmental Monitoring and Analysis Work at different
mining leases of OMC located in the District of Jajpur, Keonjhar, Koraput, Rayagada and Sundergarh M/S
Centre For Envotech And Management Consultancy Pvt. Ltd. possesses MoEF& CC Recognition, NABL
Accreditation and SPCB, Odisha empanelment for its laboratory division. Environmental Monitoring and
Analysis Work includes monitoring and analysis of Air Environment, Water Environment, Land Environment
such as Ambient Air Quality, Work Zone Air Quality, Noise Level, Water Quality, Waste Water Quality,
Vehicular Emission and Soil Quality. Apart from manual ambient air quality monitoring,OMC has installed
online continuous ambient air quality monitoring systems (CAAQMS) at Daitari and Gandhamardan Block B
Iron Ore.
BANKERS:
 State Bank of India
 Bank of India
 Union Bank of India
 Bank of Baroda
 Indian Bank

SWOT ANALYSIS OF OMC Ltd:

STRENGTH

 Ambitious plan to be among the top public sector mining complaines of the country
 Implementation of TQM (Total Quality Management)
 Implementation of ERP system
 Technical collaboration with global alliance
 Set up of High technology machinery for processing of product
WEAKNESS

 Lack of profitability investment

 Over stoking of assets.
 High cost of production
 Low yield

OPPORTUNITY

 Cost control
 Increased efficiency
 Quality product
 Increased profit.
THREATS

 Business challenges- Issues- Safety, Productivity & Socio-Economic Dimensions to the Mining
industry
 Customer-Customer of minerals product generally belongs to large Industrial organization therefore
hasstong negotiating position.
 Supplier- In Highly comprtative environment and ever increasing customer exception key
challenges is to meet the need of continuous cost reduction demand through efficient supply chain
management.
 Enviroment- Intrinsic nature of raw material and manner of there processing result in a pollution, high
dust content water contamination.
Hierarchy of Personnel Department
 CHAPTER-4

INDUSTRIAL
RELATIONS
SCENARIO
IN OMC
 Introduction
The emergence of the concept of human relations and human resources management and human
resources development contributed to the growing importance of labour. The issue of INDUSTRIAL
RELATIONS arose from the issue of diverse of the workers from the ownership and management of
the production process. This has brought about a sense of deprivation and loss of independence on
the part of the workers and his probably the primary cause of Industrial dispute. A healthy climate is
essential to ensure continuous employement to the workers , achieve production targets through
uninterrupted manufacturing activity without any hindrances and place of items of mass consumption
in the hands of final consumers at economical prices.
In each organization, for a better production peaceful environment, harmonious relationship between
workers and employers , There created different function for successful Industrial Relations.
INDUSTRIAL RELATIONS
A man working in healthy atmosphere can produce more, within an industry there is a hierarchy
among people. From the very beginning there is a always a gap between haves and have-nots. In
order bring harmonious relation between the management and workers and unions for the sake of
industry inhibitable. Therefore, the term “Industrial Relations” came into limelight.
Industrial relations uses to denote the collective relation between management and the workers.
Traditionally the term “Industrial Relation” is use to cover such aspects of Industrial life as trade
unionism, collective bargaining, workers participation in management, Discipline and grievance
handling, Industrial Disputes and interpretation of labour laws and rules and code of conduct.
The term “Industrial Relations” comprises of two terms; “INDUSTRY” and “RELATIONS”.
“Industry” refers to any productive activities in which an individual or a group of individuals are
engaged. By “Relations” , we mean the relationship between employer and his workmen.
The term IR explains the relationship between employees and management which stream directly or
indirectly from union employer relationships
IR is the relationships between employees and employers within organizational settings. The field IR
looks at the relationship between management and the workers, particularly group of workers
represented by union.
IR is basically the interactions between employers and employees, the government and the
associations through which such interactions are mediated.
Industrial relations has become one of the most delicate and complex problmes of modern industrial
society. Industrial progress is impossible without co-operation of labour and harmonious
relationships. Therefore, it is in interest of all to create and maintain good relations between
employees and employers
TRADE UNION
A trade union is an organisation made up of members (a membership- based organisation) and its
membership must be made up mainly of workers.
One of a trade union's main aims is to protect and advance the interests of its members in the
workplace.
Most trade unions are independent of any employer. However, trade unions try to develop close
working relationships with employers. This can sometimes take the form of a partnership agreement
between the employer and the trade union which identifies their common interests and objectives.
Trade unions objectives
 To negotiate agreements with employers on pay and conditions
 To discuss major changes to the workplace such as large scale redundancy
 To discuss members' concerns with employers
 To accompany members in disciplinary and grievance meetings
 To provide members with legal and financial advice
 To provide education facilities and certain consumer benefits such as discounted insurance.

Trade union recognition

Employers which recognise a union will negotiate with it over members' pay and conditions.
Many recognition agreements are reached voluntarily, sometimes with the help of the Labour
Relations Agency.
If agreement can't be reached and the organisation employs more than 20 people, a union may apply
for statutory recognition. To do so, it must first request recognition from the employer in writing. If
this is unsuccessful, the union can apply to the Industrial Court(external link opens in a new
window / tab) for a decision.
In considering the union's application, the Court must assess many factors including the level of
union membership and the presence of any other unions. Often, the Court will organise a ballot
among the affected workforce to decide whether recognition should be awarded. Throughout the
process, the emphasis is on reaching voluntary agreement.
OMC have several trade unions that is odisha mining workers federation, OMC officers association,
OMC statutory workers association, OMC employees Union, OMC staff association in chrome Zone,
Sukinda Region chromite Khadan Mazdoor Sangh, OMC chrome Zone Union, Sukinda Upatyaka
Mines workers Union, In daitari region OMC workers union, BabaSaheb Ambedkar Mines workers
Union, In Barbil Region, Keonjhar Mines and forest workers union, Keonjhar Mining Workers
Union, In Gandhamardan region OMC employees Union, Keonjhar Mines Field Workers Union
WORKERS PARTICIPATION MANAGEMENT
Workers’ participation is also known as ‘labour participation’ or ‘employee participation’ in
management. In Germany it is known as co- determination while in Yugoslavia it is known as self-
management. The International Labour Organization has been encouraging member nations to
promote the scheme of Workers’ Participation in Management.
Workers' participation in management has several advantages.
 Mutual Understanding: ...
 Efficiency of Workers Increase: ...
 Increase in Production: ...
 Establishes Industrial Peace: ...
 Promotion of Industrial democracy: ...
 Welcomes Changes: ...
 Personal Development: ...
 Reduces Misunderstanding:
In OMC , participation is conduct on shop-floor level & departmental level. The participation
includes the willingness to share the responsibility of the organisation by workers.
OBJECTIVE
 To improve and enhance the workers quality of work life in the process of attaining
organizational goals.
 To ensure satisfaction from work and of psycho-social needs of the workers
 To strengthen and develop mutual cooperation between management and workers for the
maintenance of industrial peace and harmony.
 To harness human working capital by incurring minimum cost and targeting maximum
efficiency of the factors of production.

Forms of Workers’ Participation in Management

1. Joint consultation model:
In the joint consultation model the management consults with the workers before taking decisions.
The workers represent their view through ‘Joint consultative Committees’. This form is followed in
United Kingdom, Sweden and Poland.
2. Joint decision model:
In this form both the workers and management jointly decide and execute the decisions. This form of
participation is followed in U.S.A. and West Germany.
3. Self management of auto management
In this model, the entire control is in the hands of workers. Yugoslavia is an example to this model.
Where the state industrial units are run by the workers under a scheme called ‘Self Management or
Auto Management Scheme’.
4. Workers’ representation on board:
Under this method, the workers elect their representative and send them to the Board to participate in
the decision making process.
The workers participation in management maybe informal or formal. In the formal form of workers
participation in management takes the formal structures such as Works Committee, Shop Councils,
Production Committee, Safety Committee, Joint Management Councils, Canteen Committee etc. The
informal form of workers participation may be such as the supervisor consulting the workers for
granting leave, overtime, and allotment of worked or transfer of workers from one department to
another.
DISCIPLINE
Discipline is an approach used by management to modify undesirable performance and behavior
through the use of a corrective action process. At the onset of any employee performance or conduct
issues, supervisors are strongly encouraged to contact Employee Relations staff for assistance.
Objectives of discipline:
The objectives of discipline are to
1. Motivate an employee to comply with the company’s performance standards.
2. Maintain respect and trust between the supervisor and employee:
3. Improve the performance of the employee
4. Increase the morale and working efficiency of the employees.
Discipline process
OMC focuses self –discipline among workers & middle level managers & also top level managers.
Self –discipline is best defined as ability to regulate one conduct by principle & perspective are the
five pillars of self-discipline in OMC
 Get yourself organized
 Don’t constantly seen to be entetained
 Do the most difficult task first
 Accept correction
 Be punctual
APPROCHES OF DISCIPLINE
 Human relation approach
 Human resource approach
 Group discipline approach
 Leadership approach
OMC obeys code of discipline , for attaning disciplinary actions and to avoid any mis conduct
penalty is here
PENALTIES- There are two types of penalties
Minor penalty – withholding promotion ,withholding increment of pay with or without cumulative
effect
Major penalty - Reduction to lower grade, Removal from service, dismissal etc.
GRIEVANCE REDRESSAL MECHANISM
 Effective internal grievances redressal machinery is exist in OMC corporate in field units,
separately for executives and non executives. Majority of Grievances are redressed informally in
view of the participative nature of environment exist in different units.
The system is comprehensive, simple and flexible and has proved effective in promoting
harmonious relationship between employees and management.
MECHANISM AT MINES LEVEL
OMC undertakes mining operation in accordance with the sustainable development framework(SDF)
under the mineral conservation and development rules 2017.
There is a SDF committee consisting various departmental helps at mine level which looks after
grievance redressal at the mine by following an established procedure for all stake holders.
STATUORY PROVISION RELATED TO GRIVANCE SETTLEMENT
Setting up Grievance Settlement Authorities and reference of certain individual disputes to such
authorities,-
1. The Employer in relation to every industrial establishment in which 50 or more workmen are
employed or have been employed or any day in the preceding 12 months, shall provide for, in
accordance with the rules made in that Behalf under this act, A Grievance Settlement Authority
for the settlement of industrial dispute connected with an individual workmen employed in the
establishment.
2. Where and industrial dispute connected with an individual workmen arises in an establishment
referred to in sub-section 1, a workmen for any trade union of workmen of which such workmen
is a member, referred, in such manner as may be prescribed such dispute to the Grievance
Settlement Authority provided for by the employer under that subsection for settlement.
3. The Grievance Settlement Authority referred to in subsection 1, shall follow each procedure and
complete its proceedings within such period as may be prescribed.
4. No reference shall be made under chapter 3, with respect to any dispute referred to in this section
unless such dispute has been referred to Grievance Settlement Authority concerned and decision
of the Grievance Settlement Authority is not acceptable to any of the parties to the dispute.
WELFARE ACTIVITIES
(I) Post Retirement Medical Benefit:
The benefit is available to retired employees and their spouses who have opted for the benefit.
a. If both the spouses are alive Rs. 12,000.00 and
b. If one of the spouses is alive- Rs. 6,000.00 per annum. The amount shall be
credited to the joint Bank account of all retired employees during beginning of each year. However,
the concerned employee shall submit living certificate in each year to OMC & in case of Death of
either of the retired employee or his/her spouse, the amount will be limited to Rs.6,000.00 per
annum.
Further, Medical Insurance of Rs.5.00 lakh is also extended to the retired employee and spouse.
(II) Education:
● OMC takes care of the school education of the employees' children in its mines and gives
incentives and scholarships for their higher education. As its mines are located in remote areas, OMC
has arranged for quality schooling facilities at the some of the mines itself.
 The schooling facilities available at the mines are extended to the children of the surrounding
villages as well.
 Cash award of amount Rs. 10,000/- along with a memento is being given to each best student
among the children of OMC employees who secures highest marks in the annual H.S.C.
Examination (Odia medium) and CBSE/ICSE (English medium) every year on the OMC Day
falling on 16th May every year.
(III) Liveries:
 Liveries are being provided to all employees including executives. Two pairs of dresses are also
being provided to the PR Miners and DRMP workers.
 Liveries washing allowance is also being paid to the eligible executives and non- executives and
PR Miners. @ Rs.500/- per month and Rs.130/- per month respectively.
(IV) Recreation & Cultural Programme:
 In order to conduct various cultural programmes, Community centers in Head Office and each
Mines/Camps are being maintained.
 OMC is sanctioning a substantial amount for different recreation and cultural activities of its
employees. Regular film shows, opera shows and drama are being conducted by the employees.
Besides, recreation clubs with TV and Dish Antenna facilities are being provided in each Mine.
(V)Presentation to Retired Employees:
 The employees at the time of their retirement are being presented with presentation worth Rs.
25,000/- (Rupees Twenty Five Thousand).
(VI) Ex-gratia for Funeral Rites:
 In case of death of an employee in service, a sum of Rs. 50, 000.00 is being sanctioned towards
ex-gratia for funeral rites.
(VII) Long Service Reward:
 The employee who completes 15 years of service and 25 years of service in OMC are entitled for
a long service reward and honored with presentation of a gift / wrist watch worth Rs. 15,000/-
and Rs. 25,000/- respectively.
(VIII) Group Insurance Scheme:
 OMC has adopted the Group Insurance Scheme of LIC for all the employees with a uniform
assurance benefit of Rs. 7.02 lakh in case of premature death while in service.
(IX) Group Health Insurance Policy:
 A customized Group Health Insurance Policy has been developed as Proposed by P.E. Dept. Govt
of odisha coverage upto 80 years up to 5 lakhs, coverage of all existing diseases from day one. A
total 2557 employees (Regular & Retired have already covered under the policy.
 For the current year the annual premium is fixed at Rs. 15,850/-
(X) Ex-gratia:
 Rs.36,128/-as gift is being paid to all the employees on corporation roll for the financial year
2020-21.
(XI) Awards & Achievement:
 OMC has been recognizing the Best Mines and the Best Prospecting Division by awarding Cash
Prizes and Memento including the Best Employee Awards amongst the employees of OMC, Best
student award to student children of OMC on the OMC Foundation Day every year. Basing on
the decision taken by OMC management, one person prominence in the field of Social Activities,
contributions in the field of Technical/Educational/Sports & Games etc. are being felicitated on
the OMC Foundation Day.
(XII) Holiday Home Facility :
 Holiday Home facility for both Executives and Non-Executives are provided Puri.
 For Executives one AC family room has been reserved at the Hotel Hans Coco palm, and two
rooms at Gundichha Bhakta Niwas, Puri.
(XIII) Special Advances:
 An interest free special advance at the rate of basic salary of each employee is given to each
employee at the time of Durga Puja every year.
(XV) Annual picnic
 Since the year 1990, the OMC Management has been sanctioning fund towards hire charges of
bus for covering distance of 200 Kms by a deluxe bus for the purpose of Annual Picnic once a
year.
(XV) Health Check-up at Apollo Hospitals, Bhubaneswar
 Employees above 40 years of age are facilitated to do a free full body check up every year at
Apollo Hospitals, BBSR / KIMS, BBSR / Kalinga Hospital, BBSR/ Amri Hospital, BBSR.
(XVI) Provision of Bus service
(in JK Road, Gandhamardan, Koira, Daitari, Barbil); Buses are engaged through hire vehicle agency
for providing conveyance facilities to the employees and their family members for marketing purpose
to nearby market for twice a week.
Xvii) COVID-19 Vaccination Programme
OMC has organized vaccination programme in various locations to vaccinate its employees and their
family member including other workers associated with the activities in the mining lease hold areas.

Xviii) Ex- Gratia for death due to COVID-19

As a gesture of support and to help in overcoming financial distress and hardship of the family of the
employee, OMC is paying Ex-gratia of Rs. 15 lakh to dependent members/ legal heirs of OMC
employees/ man-power outsourced through manpower supply agencies, who lose their life due to
complications arising out of COVID-19 infection while performing official duties.

Health
OMC diligently implements safe and healthy practices at workplace. Occupational health centers
have been set up across all the mines, where we not only provide medical treatment to our workforce
but also promote health & hygiene awareness sessions and trainings. We also conduct IME (Initial
Medical Examination) and PME (Periodic Medical Examination) for our workforce including
contractors. All our sites have dedicated health and wellness initiatives to encourage healthy
lifestyles and reduce the risks associated with work-related stress and other factors.
Additionally, in view of the pandemic situation, OMC has been working relentlessly to ensure the
safety and well-being of its people. During FY 2021, OMC had set up Covid Care Homes (CCH)
exclusively for its workforce. We also had implemented robust administrative and safety measures in
line with COVID-19 guidelines and conducted awareness sessions for our employees on COVID-19
spread and necessary precautions.

Safety
We are committed to invigorate a best-in-class safety culture for our employees and workers across
our business operations. This stems from our core philosophy of putting our people first and ensuring
the well-being of our workforce. So much so, that ‘Safety’ has actually been made out to be the
annual theme at OMC in 2021-22 & 2022 - 23. On top of that, monthly safety themes have also been
established to champion the cause further.
OMC enforces mandatory usage of PPE kits, and conducts in-depth tool box talks for continual
safety promotion. For drivers and vehicles, rigorous alcohol checks and meticulous examination of
buyer’s trucks are continually administered.
Operations across all mines are also undertaken in a sustainable and eco-friendly manner. Dust
separation is conducted at the haul roads, while stringent SOPs, like maintaining safe distance,
systematic ‘spillage free’ loading, accurate signaling, sealed operator’s cabin and wet drilling are
adhered to at the time of loading.
All Heavy Earth Moving Machineries across the mines are equipped with guards, automatic fire
detection and suppression, reverse view cameras, fatigue detectors, proximity sensors, besides a host
of other tools.

For safety at individual levels, exclusive training is conducted for buyer’s truck drivers to enhance
their safety skills. Extensive training for safe mining operations, lessons for emergency fire-fighting,
and quarterly mock drills are also conducted.

OMC’s facilities are adorned with a plethora of informational collaterals to promote safety awareness
and to alert employees about the do’s and don’ts at work place. Solar powered traffic lights and large
surface area convex mirrors are also installed at the vulnerable points to avoid accidents.
An all-inclusive Occupational Health, Safety and Environment policy, further strengthens OMC’s
pursuit for unparalleled safety. An astute review mechanism pushes for absolute transparency in all
safety related matters and ensuring zero harm. Companywide safety audits are also conducted to
facilitate regular assessment of safety practices.

Acknowledgement is a pivotal pillar in OMC’s safety first ideology. Rewards and recognitions are
bestowed upon employees for their active participation in preventing hazards, thus encouraging all
members of the OMC family to place maximum impetus on safety.

OMC’s initiatives to build a culture of comprehensive safety have been lauded at the State as well as
National levels. The company has won National Safety Award many times, besides several other
prestigious awards in this sector.

Safety, at OMC, is not just a mandate, but truly etched into the heart of the organization. OMC truly
believes that the very knowledge that one is safe and well protected brings a sense of relief, solace
and peace of mind, leading to happiness. After all OMC is not just about mining, but mining
happiness!

CORPORATE SOCIAL RESPONSIBILITY IN OMC

1. Introduction:
In present business environment, a corporate entity cannot function in isolation. The touch-stone of a
corporate functioning is how it balances its economic and financial goals and optimization of share
holder value with maximization of social benefits to the community and accomplishing
environmental protection. The European Commission views CSR as “being socially responsible not
only fulfilling legal obligations but also going beyond compliances and investing more into human
capital, the environment and relation with stakeholders”. The World Business Council for
Sustainable Development defines Corporate Social Responsibility (CSR) as “Continuing
commitment by the Corporate Houses to behave ethically and contribute to economic development
while improving the quality of life of workforce, their families, local community and society at
large”. Concept of CSR involves corporate behaviour voluntarily adopted that goes beyond legal
obligations.
2. Objective:
Any CSR Policy must take into account the nature of the industry and its short-term, medium term
and long-term impact on the environment, on the socio-economic life of the people in the peripheral
areas and on the society. In this context, the CSR Policy for a mining industry will essentially be
different from other industries as mines have finite, often short life. The CSR Policy of the mining
industry should endeavour to take care of the socio-economic well-being of the local people and
environmental protection even after closure of the mines. After winding up of mining activities, the
local community has to fall back upon other means of livelihood based upon the infrastructure and
other capital assets created and skill sets acquired during the period of mining.
3. CSR Activities
With due regard to the above stated objectives, OMC intends to undertake following CSR activities.
i) Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation
and making available safe drinking water.
ii) Promoting education, including special education and employment enhancing vocation skills
especially among children, women, elderly and the differently abled and livelihood enhancement
projects.
iii) Promoting gender equality, empowering women, setting up homes and hostels for women and
orphans, setting up old age homes, day care centres and such other facilities for senior citizens and
measures for reducing inequalities faced by socially and economically back ward groups.

iv) Ensuring environmental sustainability, ecological balance, protection of flora and fauna, animal
welfare, agroforestry, conservation of natural resources and maintaining quality of soil, air and water.
v) Protection of national heritage, art and culture including restoration of buildings and sites of
historical importance and works of art, setting up public libraries, promotion and development of
traditional arts and handicrafts.
vi) Measures for the benefit of armed forces veterans, war widows and their dependents.
vii) Training to promote rural sports, nationally recognised sports, paralympic sports and Olympic
sports.
viii) Contribution to the Prime Minister’s National Relief Fund or any other fund set up by the
Central Government for socio-economic development and relief and welfare of the Scheduled Castes,
the Scheduled Tribes, other backward classes, minorities and women.
ix) Contributions or funds provided to technology incubators located within academic institutions
which are approved by the Central Government.
x) Rural development projects.
xi) To assist the State Government of ODISHA in tackling natural/man-made disasters including
donation to CMRF.
xii) To provide assistance to educational and academic institutions, research organisations and
professional bodies for knowledge sharing events relevant to mining industry vis-à-vis OMC
activities.
xiii) To provide assistance to charitable, philanthropic and similar organizations of ODISHA.
xiv) To support activities in the field of literature, journals & media, games and sports, fair and
exhibitions, etc.
4. Fund Allocation for CSR:
Allocation of funds for CSR activities shall be made as per following principles.
(i) Basing on the need as well as fund utilization/absorption capacity, a maximum of upto 5% (five)
of the average net profit of the Corporation made in the three previous years can be utilized for above
stated CSR activities, out of which a minimum of 2% (two) shall be spent on activities listed at Sl.
No. (i) to (x) of Para-3. However, the annual outlay will be decided by the Board of Directors of
OMC from year to year.
(ii) Many CSR activities may spill over the financial year of initial allotment and may therefore
need funding for more than a year. Steps should be taken to ensure that before a commitment is made
for any new CSR project, the total fund requirement for the first and following years is carefully
assessed. Further, in a subsequent year, priority should be accorded to completion of any ongoing
project before making any commitment of funds for new projects.
(iii) It shall be the endeavour of the management to spend about 50% of CSR fund in the
mining affected areas.
5. Implementation Framework:
(i) A CSR Cell under PR Section shall function in the Head Office for CSR matters.
(ii) At the Regional level, the Labour Welfare Officer shall be the ‘Nodal Officer’ for all CSR
activities under direct control and supervision of the Regional Manager.
However, in case of non-availability of suitable Labour Welfare Officer, the RM can assign the work
to any other suitable officer to act as Nodal Officer in the Region.
(iii) For every Region, there will be a Regional CSR Committee as suggested below:

(a) Regional Manager-Chairman

(b) Manager, Mines -Member
(c) Nodal Officer for CSR-Member
(d) Asst. Manager/Dy. Manager(Civil)-Member
(e) Medical Officer -Invitee
(f) Sarpanches and Ward Members-Invitees of Peripheral GPs/villages
(g) Block Development Officer-Special Invitee
(iv) The Regional CSR Committee shall identify and suggest CSR activities to be taken up by OMC.
(v) For CSR activity, proposals received from Regional CSR Committee, State Govt. Departments,
State Govt. organizations, District Administrations, Hon’ble Ministers/ Hon’ble MPs/MLAs, Elected
Representatives of PRIs and ULBs, various organizations, Institutions, Citizens Forum, etc. shall be
considered.
(vi) (*)
(i) CSR proposals should be recommended through the Regional CSR Committee as per the
implementation framework stipulated under the CSR Committee of OMC
(ii) RM’s must ensure that the members of the Regional CSR Committee along with the invitees viz.
Medial Officer, Sarpanch and Ward Members of peripheral GPs/Villagers and BDO be present in the
said meeting and recommend the proposals in order of priority along with estimates as per prevailing
schedule of rates.
(iii) To avoid duplication with Govt. schemes, the recommendation of the Regional
CSR Committee must have the approval of the Collector.
6. Miscellaneous
i) A committee named “CSR Committee of the Board” with the following composition shall be
responsible for overall guidance, supervision & monitoring of the CSR activities in accordance with
this policy and guidelines of the Board of Directors.
(a) Chairman-Chairman
(b) Managing Director-Member
(c) 2 Independent Directors-Member
Presence of one Independent Director is mandatory for every CSR Committee meeting.
ii) The Chairman of OMC is empowered to issue any clarification or guideline that may be required
urgently for smooth implementation of the activities pending recommendation of the CSR Committee
of the Board/approval of the Board.
iii) The Board of Directors of OMC Ltd. reserves the right to change the principle of apportionment
of CSR funds and other aspects of this CSR Policy as and when need arises.
CSR INITIATIVES:
1. QUALITY EDUCATION
2. HEALTH CARE FACILITIES
3. INFRASTRUCTURE DEVELOPMENT & LIVELIHOOD INITIATIVES
4. SPORTS
 5. ART,CULTURE & HERITAGE
DETAILS OF CSR & PD ACTIVITIES DURING LAST 5 YEARS:

CHAPTER-5
 HUMAN
RESOURCES
OF OMC

Human resources management (HRM) is a management function that helps

managers to recruit, select, train & develop employees for an organization. “Human
resource management is a process of acquiring, training, appraising and compensating
employees & attending to their labor relations, health & safety & fairness concerns”.
STRUCTURE OF HR DEPARTMENT

The hierarchy of HRM dept. Shows that the department is headed by Director
(HR/IR). He is at the apex level of HRM dept. Is the sole decision making authority. In
order to perform his responsibilities perfectly he is assisted with senior managers. All
the sectional head of HRM department directly report to the Director (HR/IR) who
intern report to the unit head of OMC. In the absence of Director (HR/IR) A.G.M.
Takes charge of the day to day affairs involved in HR department. He renders advice
& assistance to other department. It provides necessary data information to corporate
office, while formulating the policies by the corporate body.
Manpower planning:
Manpower planning/Human Resource planning (also called employment or personnel
planning) is essentially the process of getting the right number of qualified people into
the right job at the right time so that an organization can meet its objectives. It is a
system of matching the supply of People (existing employees & those to be hired or
searched for) with openings the organization expects over a given time frame.
Human Resource Planning has got an important place in the arena of industrialization.
Human Resource Planning has to be a systems approach and is carried out in a set
procedure. The procedure is as follows:
Analyzing the current manpower inventory Making future manpower forecasts
Developing employment programmers Design training s programmers Analyzing the
current manpower inventory- Before a manager makes forecast of future manpower,
the current manpower status has to be analyzed. For this the following things have to
be noted.
 Type of organisation
 Number of departments
 Number and quantity of such departments:
 Employees in these work units
 Once these factors are registered by a manager, he goes for the future forecasting.

> Making future manpower forecasts- Once the factors affecting the future
manpower forecasts are known, planning can be done for the future. Manpower
requirements in several work units.
The Manpower forecasting techniques commonly employed by the organizations are
as follows:
Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi
technique.
Trend Analysis: Manpower needs can be projected through extrapolation (projecting
past trends), indexation (using base year as basis), and statistical analysis (central
tendency measure).
Work Load Analysis: It is dependent upon the nature of work load in a department, in
a branch or in a division.
• Work Force Analysis: Whenever production and time period has to be analyzed,
due allowances have to be made for getting net manpower requirements.
Other methods: Several Mathematical models, with the aid of computers are used to
forecast manpower needs, like budget and planning analysis, regression, new venture
analysis.
Developing employment programmers- Once the current inventory is compared
with future forecasts, the employment programmers can be framed and developed
accordingly, which will include recruitment, selection procedures and placement plans.
> Design training programmers- These will be based upon extent of diversification,
expansion plans, development programmers etc. Training programmers depend upon
the extent of improvement in technology and advancement to take place. It is also
done to improve upon the skills, capabilities, knowledge of the workers.

RECRUITMENT AND SELECTION:

Recruitment is the process of searching for prospective employees and stimulating
them to apply for jobs in an organization it is the process of finding and attracting
people or capable applicants for vacant jobs. Through this procedure right and
applicable persons can be searched out.
External recruitment- In this process the advertisement is published in local and
national newspaper for fresh applicants.
Internal recruitment- In this process, the organization searches the candidates within
the organization by means of promotion, transfer, job rotation.
RECRUITMENT PROCESS:
SELECTION
Selection is the process of ascertaining the qualifications,
experiences, skills, knowledge etc of an applicant with a view to
appraising his /her suitability to a job. Through selection proper
candidates can get opportunities to show their talents.
SELECTION PROCEDURE:
The recruitment action shall be conducted by personnel department
To fill of the vacancies of Non-executive posts. ➤ Then personnel
department segregates the application and categorizesthem as for
the specification of the advertisement.The selection process will
consist of test depending on the job requirement.
Promotion and transfer of non executives

RECRUITMENT OF NON EXECUTIVES

All recruitment in the corporation will be made in the approved pay scales as may be in force from
time to time (the existing pay scales are given in Rule 5.1) as per the prescribed recruitment criterion
which may be modified from time to time depending on job requirement. The recruitment criterions
are prescribed in the Annexures appended to these rules read with the existing rules.
APPOINTMENT AUTHORITY: The power to recruit and appoint rests with the competent
authority or with the authorities to whom such powers are delegated from time to time.
SOURCE OF RECRUITMENT: Recruitment to various non-executive posts shall be decided by
the competent authority and may be made from the following sources:
A) Direct Recruitment
B) Securing the services of non-executive for a stipulated period either on full time
or part time or on contract or assignment basis.
C) Employees on deputation from Government/other Corporations.
D) Promotion of the persons already in the service of the corporation.
In the matter of recruitment in the corporation, residents of the state will be given preference subject
to their merit and suitability. 20% of the vacancy in the base level post of Gr-III shall be kept
reserved for qualified. Class-IV employees of the Corporation for recruitment. The Class-IV
employees having requisite qualification and experience shall compete along with direct recruit by
applying through proper channel. In that case the competent authority if necessary can relax the
upper age limit as stipulated in Clause-8.4 of R&P Rules for Non-executive, 1997.
(Incorporated as per the decision of the 335th Board Meeting held on 05/09/2002 and communicated
vide order No. 23068 dtd. 31/12/2002)
METHOD AND PROCEDURE OF RECRUITMENT
All the posts in the Non-Executive cadre will be filed up by grade to grade promotion of personnel
to the extent that qualified and experienced hands are available in the appropriate category as per
specification for promotion indicated in the Annexures appended to these rules which may, if
considered necessary, he modified from time to time.
The minimum length of service required for promotion to the higher post is 3 (Three)* years unless
otherwise specified in each cadre. However the Board is competent to reduce or enhance the period
of experience in specific posts.
(Experience criterion of five years for promotion amended to 03 years vide decision of the 335th
Board Meeting held on 05.09.2002 and communicated vide order No. 23068 dtd 31/12/2002)
Direct recruitment will be made as per the ratio provided in the Annexure to these rules
only when in respect of a particular vacancy suitable candidate for promotion is not available in the
appropriate grade.
When direct recruitment from outside is made, employees working in the Organization on
adhoc/regular basis can apply through proper channel, if they satisfy the requisite criteria specified
for the post along with the outsiders. The competent authority if necessary may relax the upper age
limit for the employees of the corporation.
Without prejudice to the general right of the competent authority to recruit and appoint persons from
Govt./Corporations, the normal method and procedure to be followed in the matter of recruitment to
various non-executive posts of the Corporation are given in the rules
All vacancies in the non-executive cadre will be notified to the appropriate Employment Exchange.
Such vacancies may be filled up by advertisement in the local dailies and/or through Employment
Exchange as per the Govt. norms.
Advertisement to the post shall indicate job description and job specifications, age limit, pay scale,
allowances, etc. details regarding SC/ST community/ex-servicemen disabled
persons/handicapped/SEBC persons, women candidates and any other categories declared by state
Govt. from time to time. The last data of receipt of application should normally be within a month
from the date of advertisement.
In respect of posts reserved for SC/ST/SEBC. Women candidates and other categories of persons as
may be specified by govt. from time to time, advertisement shall specifically indicate the number of
posts so reserved.
Candidates from Govt/Semi-govt/Public Sector Organisations shall be required to submit their
application through proper channel or submit ‘No Objection Certificate’ at the time of interview.
The specifications regarding experience is relaxable at the discretion of the competent authority in
case of candidates belonging to SC/ST/SEBC if at any stage of selection the competent authority is of
the opinion that sufficient number of candidates from these communities possessing the requisite
experience are not likely to be available to fill up the vacancies reserved for them.
RESERVATION OF POSTS AND PREFERENCE IN APPOINTMENT
Direct recruitment to posts in the corporation will be subject to reservation of posts for
SC/ST/SEBC/Women/Handicapped persons etc. as per Govt. of ODISHA Rules/instructions issued
from time to time.
Recruitment to all posts in the non-executive cadre will be regulated with due regard to the statutory
provisions in vogue during the time.
SCREENING OF CALL LETTERS: Preliminary scrutiny of applications particulars of candidate
furnished in the application against the advertisement requisition will be done by the Personnel and
Administration Department in terms of specifications laid down in the requisition/advertisement in
course of scrutiny.
NOTE:The applications received after the expiry of the last date specified in the
advertisement/requisition will not be entertained.
ISSUE OF CALL LETTERS: The candidates finally approved to be called for interview/test will
be issued call letters to appear in the interview. Candidates called for interview will be required to
produce the documents in support of the particulars mentioned in the application.
The particulars will relate to the following:
i) Age ii) Qualification iii) Experience iv) Pay particulars of the post he/she is holding v) No
Objection Certificate if application has not been forwarded through proper channel vi)
Certificates in proof of caste or other categories etc.
SELECTION OF PERSONNEL: Selection of personnel will be made by the appointing authority
on the basis of the recommendation given by the selection Committee to be constituted by the
appointing authority for the purpose.
CONSISTITUTION OF SELECTION COMMITTEE
The selection Committee to be constituted by the competent authority shall consist of not less than
three (3) and not more than five (5) members. At least one member shall be drawn from the
discipline for which recruitment is to be made. In addition, an outside expert may be included in the
Selection Committee as co-opted member, if required.
The selection Committee shall be constituted for each grade or grades as mentioned below:
a) For the post of Grade III & IV
Chairman: General Manager (P&A)
Member: One or two members drawn from the discipline where vacancy exists.
An outside expert from the discipline for which vacancy exists, if
required.
No substitute arrangement for any member of selection Committee duly constituted can be made
without the prior approval of the competent authority.
Selection Committee will recommend the names of candidates in order of merit, who in their opinion
are suitable for the post in terms of prescribed specifications and merit adjudged on the basis of the
interview and/or test conducted for the posts on the basis of the panel recommended by the selection
committee but the decision of the Appointing Authority as to whether any or all or none is to be
appointed from out of the panel shall be final.
There shall be no separate marking/noting in respect of departmental candidates appearing the
interview and/or test along with the outsiders for any special consideration. There shall be a common
selection list for outsiders and departmental candidates.
NOTE: The Selection Committee will make recommendations only for the post for which interview
and/or test are held.
INTERVIEW
After the call letters are issued, the Personnel Department shall take the following steps immediately
for preparation of Selection Sheet in the prescribed proforma in respect of candidates called for
interview indicating therein detailed particulars of the candidates and will provide the same to each
member of the selection Committee at the time of Interview
At the time of interview and/or test, the following steps will be taken by the Personnel Department:
i) Attested copies of degrees, diploma and/or details of qualification indicated in the application shall
be checked with the originals and it should be certified on the copies and/or against that details the
such check has been carried out. They will also check that the attested copies of Degrees/Diploma
etc. have been duly signed by the candidate on the copies itself.
ii) Date of Birth/Age shall be checked from the original High School Certificate/School Leaving
Certificate/Municipal Birth Certificate or any other document acceptable to the competent authority.
iii) No candidate already in employment whose application has not been forwarded by the employer
should be allowed to appear before the Selection Committee until he/she produces the ‘No
Objections Certificate’ from the employer. However, at the discretion of the Chairman of the
Selection Committee, in certain genuine cases a candidate can be provisionally interviewed subject to
the production of ‘No Objection Certificate’ within the time allowed by the Chairman.
iv) In case of candidates claiming to belong to SC/ST/SEBC community, necessary verification shall
be carried out from the original of the document issued by the Government Authority and an attested
copy thereof shall be retained.
v) The Personnel & Administration Department after completing the above formalities, should
apprise the Selection Committee members of the result of verification/discrepancy, if any noticed
along with the attendance sheet of the candidates.
Before the interview is commenced each member of the Selection Committee shall be acquainted
with the guide-lines issued by the Management for the purpose of interview.
After the interview is over the Chairman in consultation with other members of the selection
Committee present shall record the selection committee proceedings, indicating clearly the names of
the persons so selected (in order of their merit) and the basic pay, in the scale of pay offered.
The selection sheet should invariably contain the signature of all the members present in the
Selection Committee.
On the basis of original selection sheet. the Personnel Department shall prepare the minutes of the
Selection Committee proceedings which will be duly signed by the Chairman and the Members
present on the date of interview and such minutes would be prepared in triplicate.
In respect of scheduled Caste and Scheduled Tribe/SEBC candidates, separate selection sheets and
Selection Committee proceedings shall be prepared.
The Selection Committee shall prepare a combined panel of general candidates / SC/ST and other
reserved candidates so as to determine their inter-se seniority based on the performance before the
Selection Committee. Reasons must be recorded for non selection of reserved candidates appearing
before the Selection Committee.
No officer will participate in a Selection/Assessment Committee if a relation of his/her happens to be
a candidate for interview/assessment before the Selection Committee.

APPOINTMENTS
The approval of the competent authority shall be obtained by the Personnel & Administration
Department for placement of a selected person against the requisition/demand received from the
concerned Department/Units.
In case of candidates belonging to Government, State Govt., Semi-Govt. or Public Sector
Undertakings, confidential/vigilance reports shall be obtained from the Organization concerned and
checked to ensure that the reports are satisfactory before issue of the offer of appointment.
Candidates who are selected for appointment will be issued with an offer of appointment which inter-
alia, will incorporate the following –
a) Initial basic pay with scale of pay and the grade to which appointed.
b) Provisions regarding probation.
c) Notice period for termination or resignation.
d) In case, any of the particulars furnished by the candidate in his application for post as well as any
information furnished in the prescribed proforma at the time of appointment is proved to be incorrect,
his/her service would be liable to be terminated forthwith/immediately when such incorrect fact
comes to the notice of the Management.
e) Place of posting.
In the offer of appointment sent, the candidate will be required to produce the following documents
at the time of joining:
a) Two copies of Bio-data form.
b) Medial fitness form.
c) Character certificate from two gazetted officers.
d) Dependent list.

FIXATION OF PAY ON APPOINTMENT

Initial pay of the candidate selected for appointment will ordinarily be fixed at the minimum of the
scale of pay of the post to which he/she is appointed. However, higher initial pay may be given on
specific recommendations by the Selection Committee. In making the recommendations the Selection
committee should, however, take into consideration the qualifications, experience, merit,
performance in the interview and existing emoluments including perquisites and other benefits
already being enjoyed by the candidate. It will not be within the competence of the Selection
Committee to recommend fixing initial pay of selected candidates beyond 3 (Three) stages higher
than the minimum of the sanctioned time scale of pay. However, in special cases where grant of
further additional increments are considered appropriate, special approval of the competent authority
shall be obtained before sending their recommendations.
In the case of persons selected from other public sector Undertaking/Central/State Govt. in whose
cases specific recommendation in regard to starting pay is made by the selection committee the
starting pay will be fixed at the stage at which they were drawing pay in their parent company/Deptt.
If there is such a stage in the scale of pay of the post in which they are appointed in OMC. In the
event, the recommended starting pay does not fall under the stage in such scale, the differential
recommended pay will be treated as his reducible personal pay to be adjusted against next annual
increment in the scale of pay of the post.
In case of employees initially taken on deputation and subsequently absorbed in the services of the
company in public interest, their pay shall be fixed in scale of pay of the absorbed company without
taking into account their absorption with retrospective effect and without also taking the deputation
allowance so enjoyed by them while on deputation.

RESERVATION PROCEDURE IN PROMOTION

The existing statutory provision of the state Govt. relating to reservation of posts shall be applicable
to the cases of promotion.

TRANSFER
Transfer is incidental to the service condition. There is no fixed normal period of tenure for the
employees in the particular station. All the employees are however, liable to be transferred from one
station to another at the discretion of the management. An employee can also be transferred at any
time to any place of the corporation on administrative ground.
To improve the skill knowledge of the employees there should be job rotation ordinarily in every 3
(three) years.
The total tenure of service of an employee at any region/Unit/HO shall not exceed 6 (six) years
during his/her service career in the corporation. With prior approval of M.D. an employee can be
retained beyond the period of six years in the interest of the corporation. Exception will, however, be
made in case of employees who do not have other posts to be transferred.
SUPERANNUATION AND RETIREMENT
The age of superannuation of the non-executives is as follows:
i) Grade-III - 60 yrs.
(the age of superannuation on retirement of Class-III employees has been enhanced from 58 to 60
years as per Office order No. 13396 dtd. 28.08.2014)
ii) Grade-IV - 60 yrs.
If employees retirement date falls on the 1st day of the month, he/she will superannuate on the last
day of the preceding month, and if the date falls between the 2nd and last of month he/she will attain
superannuation in the last day of the same month.
An employee of the Corporation shall retire on completion of the age of 58 or 60 years, as the case
may be. His/her work will be reviewed immediately before completion of his/her 55th years of age
with a view to see that he/she is mentally alert and physically fit to continue in service beyond his/her
55th years of age.
The fitness test shall be conducted by concerned Medical Board fixed for the various Zones/Regions
etc.
Voluntary retirement scheme and appointment under Rehabilitation scheme shall remain in force as
per the existing rules and provisions of the corporation.

REPEAL AND SAVINGS

The ODISHA Mining Corporation Recruitment & Promotion Rules 1976 is hereby repealed. But,
the action taken under the provisions of the previous rule prior to thendate of enforcement of these
rules including rules relating to transfer and postings shall deemed to have been made under the
present rules.
If any doubt arises as to the interpretation of any of these rules, the matter should be referred to the
Board, whose decision shall be final.

GOVERNMENNT INSTRUCTIONS
Notwithstanding anything contained in these rules, the guidelines, directives and/or instructions
issued by the state Govt. to the Public Sector Undertakings in general or to the Corporation in
particular, in the manner, of recruitment, promotion and/or reservations of vacancies shall be
followed after adoption of the same in the Board.

AMENDMENT
The Board reserve the right to cancel, amend or alter any of the provisions of these Rules at any time
without giving notice.

RELAXATION
 The Board can relax any of the provisions of the Rules in order to mitigate the hardship in particular
case(s) arising out of the operation of any of these rules.

TRAINING: The Corporation should endeavor to impart the following training to the employees
for up-gradation of their skills.
a) Induction training programme.
b) Re-orientation programme.
c) Trade and skill training for the technical people (at regular interval on rotation basis every six
months)
d) Training on supervisory development.
e) Training to meet the situations arising out of present day competitions.
f) General management and supervisory management programme.
The rules, executives’ instruction in vogue in the corporation in respect of all other service benefits
of the employees which are not inconsistent with this rule will continue to be followed.

PROCEDURE OF RECRUITMENT & SELECTION OF EXECUTIVES:

The Chairman will decide the procedure of Recruitment / Selection for filling-up of posts in E-1 to
E-8 Grades basing on the recommendation of the Selection Committee with necessary modifications,
if any.
The number of candidates in the Selection list shall ordinarily be double the number of vacancies
available in a particular grade. The Selection list shall be valid for a period of one year from the date
of its approval by the Chairman.
AGE FOR RECRUITMENT:
The candidate to be selected for E-1 & E-2 Grades should not be below 21 years & above 32 years
of age on the date on which the vacancy is notified or advertised. The candidate to be selected for E-3
Grade should not be below 21 years & above 35 years of age on the date on which the vacancy is
notified or advertised.
However, the upper age limit can be relaxed incase of SC/ST/SEBC candidates as per the norms of
State Govt. Provided that upper age limit for Departmental candidates having requisite qualifications
may be relaxed upto maximum 10 years.
Documents required at the time of joining:-
At the time of joining in Corporation Service, a selected candidate shall produce the following
documents in the prescribed format.

i). Bio-data form duly filled-in alongwith attested copies of relevant Certificates /Testimonials.
ii). Character Certificate from one Gazetted Officer of the State or Central Govt.
iii.) Medical Fitness Certificate from any Medical Officer of the State Govt. or Central Govt. or
OMC.
iv). Property Statement (moveable & immoveable).
v). Affidavit declaring that he / she is not involved in any Criminal misconduct.
vi). Declaration that he/she does not have more than one spouse living.

PROBATION:
Candidates appointed through Direct Recruitment at entry level as well as higher levels (lateral entry)
shall be kept under probation for a period of one year. This period will be counted towards normal
increment, leave & seniority. On successful completion of probation, the candidates shall be
confirmed in appropriate grades. The probation period can be extended for a further period of six
months, if necessary.
However, in case of fresh Degree Mining Engineers (i.e Sl. No. 3 of the table at para-7.2), the
probation period shall be three years or till acquisition of 2nd Class MMCC; which ever is earlier.
During the probation period, their services can be terminated by the Appointing Authority with one
month’s notice. If a Degree Mining Engineer fails to acquire 2nd Class MMCC within three years of
probation period, his/her services shall be terminated by the Appointing Authority with one month’s
notice.

GENERAL PRINCIPLES OF PROMOTION:

Promotion from one grade to the next higher grade in Executive grade/cadre shall be considered by
the Competent Authority on recommendation of the Departmental Promotion Committee.
For promotion to the next higher grade, the period of experience (i.e eligibility) in the respective
levels is as follows;
Grade Required Eligibility Next Promotional Grade
E-1 04 Years E-2
E-2 04 Years E-3
E-3 04 Years E-4
E-4 04 Years E-5
E-5 03 Year(Subject to vacancy) E-6
E-6 03 Year(Subject to vacancy) E-7
E-7 03 Year(Subject to vacancy) E-8

Note:- The Executive grades from E-1 to E-5 of each cadre shall be considered as one band having a
combined sanctioned strength for the band & not as separate sanctioned strength for E-1, E-2, E-3,E-
4 & E-5.
Promotion in Quality Control, Survey, Education & Secretarial Cadres is restricted upto E-4 grade.
Similarly, promotion in Paramedical Cadre (Nursing/Pharmacy) is restricted upto E-1 grade only.
The Cadres like Mining, Geology, Finance, Personnel & Civil will have Cadre specific promotional
path upto E-8 grade. The Cadres like Mechanical & Electrical will have cadre specific promotional
path upto E-5 grade. However, the senior managerial posts i.e E-6 to E-8 grades in the above two
Cadres shall be treated as combined i.e. not Cadre specific. When there will be any vacancy in E-6 &
above grades, the names of eligible Executives from both the Cadres shall be placed to the DPC for
consideration.
The Cadres like IT, Forest & Environment, Legal, Company Affairs, Medical & Security will have
cadre specific promotional path upto E-5 grade. However, the senior managerial posts in E-6 to E-8
grades in the above cadres shall be treated as combined i.e not cadre specific. When there will be any
vacancy in E-6 & above grades for these combined cadres, the names of eligible Executives from all
the above cadres shall be placed to the DPC for consideration.
The sanctioned strength for Executives in E-1 to E-5 grades of each cadre are interchangeable, i.e
the sanctioned strength will be notified as a total of E-1 to E-5 & not separate as E-1,E-2, E-3, E-4 &
E-5 grades. The Executives in the lower grades will be allowed to draw salary of the next higher post
upto E-5 grade as per their respective cadre Rules after completion of 4 years service & will be
designated accordingly. After this change of salary, there will be no vacancy in the lower posts.
However, if the incumbent gets promotion to E-6 or leaves the cadre or the corporation, then the
vacancy will be at entry level ofthat cadre & will be filled-up accordingly.
This change of salary upto E-5 grade shall be treated as promotion & shall be effected through a
Departmental Promotion Committee. For this promotion, creation of post or existence of vacancy in
the higher post upto E-5 grade shall not be necessary. While considering such promotion, the General
Principles of Promotion prescribed in this Rules shall be followed.
The Executives shall be considered for promotion upto E-5 grade (as per their respective Cadre Rule)
after completion of 4 years in each feeder grade, unless otherwise provided elsewhere in these Rules.
However, promotion to Executive grade from Non-Executive rank shall be vacancy based. Similarly,
for promotion to E-6 & above grades on completion of 03 years of experience in feeder grade shall
also be subject to vacancy in the promotional grade in the respective Cadre/combined Cadre as the
case may be.
When a higher post is likely to remain vacant for long on account of non-availability of eligible and
suitable candidates for promotion or for other valid reasons, recruitment/promotion can be made at a
lower post of the same cadre in lieu of the said vacant higher post. However, under no circumstances,
a higher post should be downgraded to accommodate recruitment/promotion at a lower post.
Promotion upto E-5 grades shall be made on the basis of seniority - cum - fitness. Promotion to the
post of E-6 grade & above shall be made on the basis of merit - cum - fitness.
While considering promotion, the DPC shall assess the performance of the employees for at least a
period of 03 years falling within the preceding 05 years.
The meeting of the DPC shall normally be held atleast twice in a year i.e in January & July of each
year taking into account the present vacancy as well as future vacancy.
The zone of consideration for promotion shall be applicable as per the prescribed Govt. guidelines
issued from time to time.

DEPARTMENTAL PROMOTION COMMITTEE

a) For the posts in E-1 to E-5 grades:
The Managing Director shall constitute a Departmental Promotion Committee consisting of himself
as Chairman and nominate two other Executives not below the rank of General Manager.
The required quorum for the DPC shall be three members including the Chairman.
b) For the posts in E-6 and above grades:
The Chairman shall constitute a Departmental Promotion Committee consisting of himself as
Chairman of the DPC and nominate two Directors of the Board as members to the DPC.
The required quorum for the DPC shall be three members including the Chairman.

DEBARMENT/DISQUALIFICATION:
a) When an Executive has been chargesheeted in a Vigilance Case or a chargesheet has been issued
by any Court in a Criminal Case or cognizance has been taken by the Court in a Criminal Case or
charges have been framed & communicated to the Executive concerned in a Departmental
Proceedings or placed under Suspension, the DPC shall consider his/her case but record its
recommendation separately which shall be kept in a sealed cover.
b) If the Executive is completely exonerated from the charges, he/she will be promoted
retrospectively from the due date, if recommended by the DPC and will also be entitled to arrears of
salaries and allowances.
Where the Executive is not completely exonerated, the promotion, even if recommended by the DPC,
shall not be given effect to and his/her case for promotion will be considered by the next DPC in
normal course and having regard to the penalty imposed on him/her.

GRADATION LIST
Gradation list of Executives (Seniority list) shall be suitably maintained for each cadre. Inter-se-
seniority will be determined according to the comparative merit position in the panel, both in case of
initial appointment as well as promotion.
In case of doubts about the seniority of an Executive or inter-se- seniority of two or more Executives,
the decision of the Chairman shall be final. However, in case of promotion to E-6 & above grades in
combined cadres, the Executives joined first in the feeder post shall be treated as senior.

APPEALS:
An Executive, who is aggrieved by an order of promotion, may appeal to the Chairman through
proper channel within a month from the date of issue of the promotion order. However, appeal
received after this period may be entertained subject to condonation of delay by the Chairman.
RESERVATION FOR SCHEDULED CASTES/SCHEDULED TRIBES/ SEBC/EX -
SERVICEMEN/PERSONS WITH DISABILITY & SPORTS PERSONS:
All Recruitments and Promotions shall be subject to the provisions of ORV Act and Rules as well as
subsequent amendments/guidelines made there under by Govt. from time to time.
Reservation for Scheduled Castes, Scheduled Tribes, SEBC, Ex-Servicemen, Persons with Disability
& Sports Persons shall be made as per Govt. instructions /guidelines.
RETIREMENT:
Retirement on superannuation.
An Executive of the Corporation shall retire on superannuation on completion of (58) (*) 60 years of
age whereas a Medical Officer shall retire on superannuation on completion of 60 years of age.
(*) (Amended as per decision of 406th BoDs meeting held on 30.06.2014 & 407th BoDs meeting.
held on 04.08.2014 vide order No.13396 dtd.28.08.2014.)
Pre-mature Retirement
An Executive may retire voluntarily with approval of Competent Authority under the Voluntary
Retirement Scheme of the Corporation in vogue subject to the condition that, the concerned
Executive is not placed under suspension nor any Vigilance / Criminal / Departmental Inquiry is
pending or being contemplated against him/her.
An Executive may retire at any time after completing 30 years of service including probation or
attaining 50 years of age by giving a notice in writing to the Competent Authority at least 3 months
before the date on which he/she wishes to retire. However, the Competent Authority may allow the
Executive to submit the said notice before a shorter period. The Competent Authority can withhold
permission to an Executive who seeks to retire under this Rule if he/she is under Suspension or if any
Vigilance/ Criminal /Departmental Inquiry is pending against him/her.
The Competent Authority may also require any Executive to retire from the Service on grounds of
inefficiency, ineffectiveness & lack of integrity at any time after he/she has completed 30 years of
service including probation or he/she attends 50 years of age in accordance with procedures to be
specifically laid down for this purpose.
An Executive can be retired compulsorily from Corporation service by the Competent Authority if
the concerned Executive is found physically/ mentally unfit by a Medical Board duly constituted for
this purpose.
An Executive can be compulsorily retired from the Corporation service if he/she is found guilty in a
Departmental Proceedings in accordance with provisions of OMC Service (Classification, Control &
Appeal) Rules-1976.

WAGE STRUCTURE:
Pay Benefits
In terms of remuneration, OMC is one of the best amongst the state PSUs. In addition to the Basic;
Dearness Allowance, House Rent Allowance, Welfare Allowances, Medical Reimbursement,
Provident Fund, Gratuity, Superannuation Benefits etc. are provided as per the Company's rules:
 Free Medical treatment facility
 Field Allowance as applicable (10% of Basic Pay for normal mines, 12.5% for difficult Mines &
15% for most difficult mines). No field allowance for Head Office.
 Incentive & Gift ( Per year as per the decision of the Management)
 GHIS Scheme (Rs. 5 Lakhs per family) for which premium is paid by the corporation.
 SAP allowance is admissible subject to working in SAP Module @ Rs.1000/-
 Washing Allowance - Rs. 500/- per month.
 Conveyance Allowance (for four-wheeler cost of 45 litres of Petrol & for two-wheeler cost of 25
litres of petrol)
 HRA as per pre-revised scale (5%,10% & 20% of Basic & Grade Pay as applicable)
 Attendant Allowance of Rs. 6000/- per month (For executives only).
 Non-Practicing allowance of Rs. 10,000/- per month to the medical officers
 Business Related Expenses (BRE) & Telephone expenses as per rules.

Category Business Related Expenses (BRE) Telephone Expenses

E-1 & E-2 Rs.300/- Rs.400/-
E-3 & E-4 Rs.500/- Rs.600/-
E-5 & E-6 Rs.750/- Rs.800/-
E-7 Rs.3000/- Rs.1000/-
E-8 Rs.5000/- Rs.1200/-

Performance Management System

Performance management is the systematic process by which the Department of Commerce involves
its employees, as individuals and members of a group, in improving organizational effectiveness in
the accomplishment of agency mission and goals.
A good performance management system helps employees to understand the goals of the company
and what they are expected to do to achieve these goals. This means they understand how their
contributions affect the overall growth of the business.
3 Types Of Organizational Performance Management Systems:
 The Balanced Scorecard
 Management By Objectives
 Budget-driven Business Plans
In OMC, a wellfield performance management is being in
force
Employee’s performance is being appraised on the 2 basis that
 Behavioural skill attitudes , motivation etc
 Technical skill ( competency & knowledgement)
PROCESS :
Decide annual business plan ( ABB) by top management The decided KRA & KPI for an individual
responsibility by the
department supervisor with setting performance standard The conveying them ( to sub ordinate)
Measuring the performance through evaluation of KPA conce in quantely , half yearly then final year
og TR, called as talent review
ABP Quarterly half yearly final yearly
 Components with set standard
 Discussion about gap
 Training corrective measurements after all
MBO
MBO process are intented to identify an employee’s main objective , later graded with group input .
This helps all company contributors see their accomplishment in connection to the company’s top
priorities as they carry out their tasks , reinforcing alignment between activity & outcome which
dramatically increases productivity

THE BELL CURVE PERFORMANCE APPRAISAL SYSTEM

When a company uses a bell curve for their performance appraisal management
system it means the performance grading of all the employees is distributed along the
bell curve. Here the bell curve is used to characterize the employees and divide them
into a top performer, average performer, and poor performer. In order to identify the
caliber of employee bell curve performance appraisal management system is often
used in the different organization. The bell curve process makes it easy for HR to
provide rewards to the top performer
and put an extra effort for the average performance. The low performers are identified
quite easily and the action plan can be implemented to improve the performance.

360 DEGREE FEEDBACK

360-degree feedback is a feedback process where not just your superior but your peers
and direct reports and sometimes even customers evaluate you. You receive an
analysis of how you perceive yourself and how others perceive you.
360 degree appraisal has four integral components:
 Self appraisal.
 Superior's appraisal.
 Subordinate's appraisal.
 Peer appraisal.

Introduction to the study Training & Development system of OMC:

This is project on Training and Develop system in OMC The objective of this
management project is to known the effectiveness of training and development.
Training refers to the acquisition of knowledge, skills, and attitude as a result of the
training of vocational skills knowledge that relates to specific useful skills, Training
and Development is the field concerned with workplace learning to improve
performance.
Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and
practices. Also training is important to establish specific skills, abilities and knowledge
to an employee. For an organization, training and development are important as well
as organizational growth, because the organizational growth and profit are also
dependent on the training. But the training is not a core of organizational development.
It is a function of the organizational development.
Training is different form of education; particularly formal education. The education is
concerned mainly with enhancement of knowledge, but the aims of training are
increasing knowledge while changing attitudes and competences in good manner.
Basically the education is formulated within the framework and to syllabus, but the
training is not formed in to the frame and as well as syllabus, It may differ from one
employee to another, one group to another, even the group in the same class. The
reasonfor that can be mentioned as difference of attitudes and skills from one person to
another. Even the situation is that, after good training programme, all different type
skilled one group of employees can get in to similar capacity, similar skilled group.
That is an advantage of the trainings.
In the field of Human Resource Management, Training and Development is the field
concern with organisational activities which are aimed to bettering individual and
group performance in organizational settings. It has been known by many names in the
field HRM, such as employee development, human resources development, learning
and development etc.
Training is really developing employees' capacities through learning and practicing.

Training and Development is the framework for helping employees to develop their
personal and organisational skills, knowledge, and abilities. The focus of all aspects of
Human Resource Development is on developing the most superior workforce so that
the organisation and individual employees can accomplish their work goals in service
to customers.
All employees want to be valuable and remain competitive in the labour market at all
times, because they make some demand for employees in the labour market. This can
only be achieved through employee training and development. Hence employees have
a chance to negotiate as well as employer has a good opportunity to select most
suitable person for his vacancy. Employees will always want to develop career-
enhancing skills, which will always lead to employee motivation. There is no doubt
that a well trained and developed staff will be a valuable asset to the company and
thereby increasing the chances of his efficiency in discharging his or her duties.
Training in an organisation can be mainly of two types: Internal and External training
sessions.
Internal training involves when training is organised in-house by the human resource
department or training department using either a senior staff or any talented staff in the
particular department as a resource person.
On the other hand external training is normally arranged outside the firm and is mostly
organised by training institutes or consultants. Whichever training, it is very important
for all staff and helps in building career positioning and preparing staff for greater
challenges in developing world. However the training iscostly. Because of that, people
who work at firms do not receive external trainings most of times. The cost is a major
issue for the lack of training programmes in Sri Lanka. But nowadays a new concept
has come with these trainings which are "Trainers through trainees". While training
their employees in large quantities, many countries use that method in present days to
reduce their training costs. The theory of this is, sending a little group or an individual
for a training programme under a bonding agreement or without a bond. When they
come back to work, the externally trained employees train the employees who have not
participated for above training programme by internal training programmes.
Employers of labour should enable employees to pursue training and development in a
direction that they choose and are interested in, not just in company-assigned
directions. Companies should support learning, in general, and not just in support of
knowledge needed for the employee's current or next anticipated job. It should be
noted that the key factor is keeping the employee interested, attending, engaged,
motivated and retained.
For every employee to perform well, especially Supervisors and Managers, there is a
need for constant training and development. The right employee training, development
and education provided big payoffs for the employer in increased productivity,
knowledge, loyalty, and contribution to general growth of the firm. In most cases
external training for instance provide participants with the avenue to meet new set of
people in the same field and network. The meeting will give them the chance to
compare issues and find out what is obtainable in each other's environment. This for
sure will introduce positive changes where necessary.
It is not mentioned in any where that the employers, managers and supervisors are not
suitable for training programmes. They also must be highly trained if they are expected
to do their best for the organisation. training employees not only creates a more
positive corporate culture, but also add value to its key resources.
Raw human resource can make only limited contribution to the organisation to achieve
its goals and objectives. Hence the demands for the developed employees are
continuously increasing. Thus the training isa kind of investment.

DATA ANALYSIS
1. How well does the payroll system reward and motivate both individual and
group contributions to the organizational Goal?

10%

50%
Excellent
Very Good
Good
40%

2. How do medical and healthcare benefits meet employee needs?

 20% 20%

Excellent
Very Good
Good

60%

3. Rate how will HR initiate programme and process for addressing employee
satisfaction and moral?

20%
30%

Excellent
Very Good
Good
Average

50%
4. How well existing procedures support employees during their work?

10%

30%
Excellent
Very Good
Good
60%

5. Rate the fairness and consistency in granting employee benefits?

20%
30%

Excellent
Very Good
Good

50%
6. ate how well personnel policies and procedures are published and
communicated?

10%

40%

Excellent
Very Good
Good

50%

7. Are you satisfied with the procedure of employee grievance redressal

committee?

20%
30%

Excellent
Very Good
Good
Average

10%
40%
8. Do you think welfare facilities provided at OMC sufficient?

20%

YES
NO

80%

9. Rate the incentives you are getting from the company as a motivational factors
for better performance?

10%

30%
Excellent
Very Good
Good
60%
10.Are all the people of the company aware of the quality vision and mission?

20%

YES
NO

80%

11.Rate how often OMC conducts extensive training programs throughout the
years?

20%

YES
NO

80%
12.Are the training programs are congruent to the job related Knowledge?

20%

Mostly
Sometimes
Not Exactly
20% 60%

13.Were the recruitment programs conducted worth the time, effort, and value of
money?

10%

Strongly Agree
Satisfactory

90%
 CHAPTER-6

FINDINGS:
From the analysis in OMC .I found that,
Majority of the employee’s view that training program in OMC is well planned.
Most of the employee’s opinion that training program help them to cope with the
constantly changing technology
for performing their job.
At OMC both internal as well as external source for recruitment & selection process is
carried on and employees
are satisfied with the process.
It provides the best type of extra mural and intramural facilities to the employees.
In OMC, HR policy encourages team work, creativity, innovations &
high achievement orientation.
 SUGGESTIONS
1. The management should appreciate the policy and importance of training.
2. The management should analyze.
3. Except few employee rest are less co-operative and outgoing to help out, So there is
requirement of modification of their behavior.
4. Company should review its training method in order to co-op with the present
changing scenario.
5. The management should encourage the employees to actively participate in
managerial activities.
 CONCLUSION:
During the course of my internship at OMC, It came to my observation that
human resource management focuses on matching the need of the business
with the need and development of employees.
All the employees, officers & executives have a very good attitude & have
given enough time for explaining the methodology and the process in
details. For performance Appraisal for the employees, very well designed
MAT & PAR systems are in use which divide and distribute the work in a
scientific manner so as to achieve the goal of the company.
Various exemplary CSR activities are being carried out by the organization.
Lastly, I am fortunate to know the work of IR briefly & successfully
completed my project in this organization.with a great experience.
 BIBLIOGRAPHY

1. GOOGLE.COM
2. WIKIPEDIA
3. https://omcltd.in
4. VSP Rao – HUMAN RESOURCE MANAGEMENT
5. C.B. MAMORIA- Dynamics of Industrial Relations
 QUESTIONAIRE
1. How well does the payroll system reward and motivate both individual and
group contribution to organizational goal?
a. Excellent
b. Very good
c. Good
d. Average
e. Below average
2. How to medical & healthcare benefits meet employee’ needs?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average
3. Rate how will HR initiates programs & process for addressing employee
satisfaction& moral?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average
4. How well existing procedures support employees in doing their work?
 a) Excellent
b) Very good
c) Good
d) Average
e) Below average
5. Rate the fairness and consistency in granting employee benefits?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average

6. Rate how well personnel policies & procedures are published and
communicated?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average
7. Are you satisfied with the procedure of employee grievance redressal
committee?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average
8. Do you think welfare facilities provided at OMC Sufficient?
a) Yes
b) No
9. Rate the incentives you are getting form your company as a motivational
factor for better performance?
a) Excellent
b) Very good
c) Good
d) Average
e) Below average
10.Are all the people of the company aware of the quality of vision or mission?
a) Yes
b) No
11.Rate how often OMC conducts extensive training programmes throughout
the years?
a) Yes
b) No