Application Case: Employee Development (Improving Skill Mix)

1. Background During the current period (FY10-FY12), TSL has undertaken a capacity expansion at Jamshedpur works from 6.8 mtpa to 9.7 mtpa. Obviously this has entailed corresponding increase in demand for coal which is one of the most important raw materials for production of Hot metal. The expectations from West Bokaro Division, being the largest captive coal mine of the company, has therefore, increased manifold. To meet this expectation, division is going for capacity expansion as detailed below: Capacity expansion at West Bokaro would require upgradation of technology viz. Increase in processing capacity in washing plant through technological intervention Vacuum Belt Feeder operation Path-II up-gradation at New CHP Commissioning of Scavenging Circuit in CB 2. Current Condition (01.04.2010) Replacement of all the existing Ropeways (EF, BC & MC) by Pipe Conveyor Up-gradation of logistics Opening of Sector D and NEB and acquisition of new coal block near Quarry-E. Commissioning of High Wall Mining. Augmentation in water treatment. In order to operate new technology and for augmentation of production; skilled manpower will be required. The Skill Mix status of 2010 was not adequate to support the need of the division. 3. Problem Statement: 26 % of the total workforce in unskilled / semi skilled category in FY10, who will continue to be on rolls till the next 15 years and subsequent depletion in skill mix due to retirement of skilled and highly skilled employees in the years to come. 4. Goal Statement: Improve Skill mix from 74% (FY 10) to 80 % in FY 12 5. Analysis and Findings- Qualification & Ager (Non- Opr)

Superannuation in Skilled & Highly Skilled category

6. Countermeasures After brainstorming and prolonged discussions with the recognized union the following counter measures were implemented / are in the process of implementation : Identification of critical positions based on degree of impact on operations, availability of licensed / certified personnel etc. Assessment of future requirement against retirement / other vacancies. A specially designed and condensed technical training module of six months duration titled Grow Talent for growth was culled out from the 3-year syllabus of Trade Apprentices. The trainable employees were identified through selection process. Four batches of 25 each were imparted skill enhancement training through the above modules. Positional training imparted to employees to enable them to appear at the trade tests for skilled positions. Those who passed the trade tests have been empanelled for skilled positions. 20 employees under gone training for the HEMM Maintenance. 20 employees sent to CCL Mines for Mining Sirdars training. 70 employees selected for HEMM operators training. Facilitated 10 employees for obtaining Electrical Supervisors License. Electrical competency course conducted. HEMM maintenance course going on. 7. Results and Effects 8. Path Forward Sustain Skill Mix at 80% to take care of superannuation in skilled and highly skilled categories: Fifty HEMM Operators will be trained from unskilled/semi skilled category. Recruitment of Trade Apprentice in the year2011, 2012 & 2013 to create a proper blend of technical personnel. Special training packages for control room Incharges at washeries Create pool of HEMM maintenance personnel. Pre-placement training to those recruited

against land.
9. Skill Mix Projection

Out of 3325 employees as on 01/04/10: 1662 school dropouts, i.e., 50% of the total workforce---- difficult to be trained. Out of 1662 employees, 36% (602) were below 45 years of age, who would continue on the rolls for more than 15 years. Retirement of skilled and highly skilled employees would further compound the problem.