About Coal India Coal India Limited (CIL) is an Indian state-controlled state-controlled coal coal mining company
headquartered in Kolkata, West Bengal, Bengal, India. It is the largest coal producer company in the world and contributes around !" o# the coal production in India. It produced $%$.!$ &illion tonnes tonnes o# o# coal during ' !*$+* !*$+* and earned a reenue o# I/ %$.0 billion billion #rom sale o# coal in the same #inancial year. 1s on *$ 2ctober !*, 3nion 4oernment o# India owns India owns 5%.6" o# the shares in 7I8 and controls the operations o# 7I8 through &inistry o# 7oal. 7oal . In 1pril !**, 7I8 was con#erred the &aharatna &aharatna status status by the 3nion 4oernment o# India. 1s on *$ 2ctober !*, its market capitalisatio capitalisation n was I/ !.** trillion (39 :0!.% billion) making it India;s th most aluable aluable company by market alue. alue.
In 2ctober !*, 4oernment o# India o##ered *" o#
the equity shares o# 7I8 (60*.6 million equity shares) to public #or sale at an o##er price o# I/ !$ per share (at #ace alue o# I/ * per share). [17]
price. With With the listing, 7I8 become the #ourth most alued company on the Indi Indian an stoc stock k eAch eAchan ange gess with with a marke arkett alu aluee o# I/ I/ !.*6 !.*6 tril trilli lion on.. [19] 7I8 was included in the 0-member
BSE SEN SENSE SE on
1ugust !**. 2n *5
1ugust !**, it became the most aluable company in India, with a market capitali?ation o# I/ !.* trillion. 2n 0 anuary !*, in an 2##er #or 9ale (2'9), 4oernment 4oernment o# India sold a #urther *" stake in 7I8. =riced at I/ 0 per share, the sale #etched the goernment I/ !!.560 !!.560 billion, making it the largest eer equity o##ering in the Indian share market. 7I8 is the largest coal producing producing company in the world. It produced $%$.!$ &< (million tonne) coal during ' !*$-*. 7oal India operates through * mining areas in eight states in India. 1s on * 1pril !*, it has $0 coal mines out o# which *5 are open cast, !!5 are underground and ! are miAed mines. =roduction #rom open cast mines during !*$-* was %!.%*" o# total production production o# $%$.!$ &<. 3nderground 3nderground mines contributed contributed to 5.%" o# production. production. 7I8 #urther operates * coal washeries, out o# which *! are #or coking coal and 0 are #or non-coking coal with !0.0 &< and *0. &< capa capaci citi ties es resp respec ecti tie ely ly.. It also also mana manage gess ! ! othe otherr esta establ blis ishm hmen ents ts like like workshops, hospitals etc. 9ubsidiaries> 7oal India produces coal through seen o# its its whol wholly ly owne owned d su subs bsid idia iari ries es.. ItC ItCs anot anothe herr whol wholly ly owne owned d su subs bsid idia iary ry 7&=@I8 carries out the eAploration actiities #or other subsidiaries. 7&=@I8 also proides technical and consulting serices to it and to third party clients #or coal coal eAplor eAplorati ation on,, minin mining, g, proce processi ssing ng and relate related d actii actiitie ties. s. 7I8 also also has a wholly owned subsidiary in &o?ambique, 7oal India 1#ricana 8imited (7I18) #or pursuing
coal !inin"
opportunities in that country. 7oal India had 000,%5
employees as on 0* &arch !*, out o# which 0*$,!% were on-DAecuties and *,0 were DAecuties. It spent /s. !%.5$ billion on Dmployee bene#its which accounted #or .$" o# the total eApenditure incurred during the ' !*$+*.
2
Coal India Subsidiary
Reenue Employees Subsidiary
(As on
I!R
Co%in&
billion
'oal
("#
()
!on$ 'o%in& 'oal
otal Coal *rodu'tion ()
()
31.03.2015)
2012$13)
+,arat Co%in& Coal Limited (+CCL)
5-051
/.3
2-.0
.23
31.213
Central Coalields L Coalields Liimited (CCL)
5011
2.3/
1-.15-
31.05
/.0-1
Eastern Coalields Limited (ECL)
-/-/1
.0
0.03
33./-/
33.11
a,anadi Coalields L Coalields Liimited ( CL)
2225
120.3
$
10./
10./
!ort,ern Coalields Limited (!CL)
1-22-
./-
$
0.021
0.021
Sout, Eastern Coalields Limited (SECL)
-/00
1-./
0.15
11/.0-2
11/.21
4estern Coalields Limited (4CL)
5001
.23
0.330
1.5
2.2/
3-2
-.05
$
$
$
$
$
$
$
Central ine *lannin& and esi&n Institute((C*I) Institute
Coal India Ari'ana Limited
Sub-total
329,728
756.72
43.656
407.950
451.606
!ort, Eastern Coalields
202
$
$
0.-05
0.-05
an%uni Coal Comple6
$
$
$
$
CIL 7ead8uarters
/-/
13./
$
$
$
otal
3330
0.
3.-5-
0/.555
52.211
9oint :entures :entures > 7I8 has two Eoint entures>
*. Inter Internat nation ional al 7oal 7oal Fentures ntures =ria =riate te 8imi 8imite ted d (I7F=8 I7F=8)) was was #orm #ormed ed in !% !% #or #or acquisition o# coking coal properties outside India. 7I8 holds !G5th share in paid up capital o# I7F=8. !. 7I8-<=7 7I8-<=7 3rEa =t. 8imited 8imited is a > F between 7I8 and <=7, #ormed #ormed in 1pril 1pril !* #or acquisition o# coal blocks in India and abroad. 3
Factors which led up to Nationalization of Coal Industry in India
ationali?ation o# coal industry in India in the early seenties were a #all out o# two related eents. In the #irst instance it was the oil price shock, which led the country to take up a close scrutiny o# its energy options. 1 'uel =olicy 7ommittee set up #or this purpose identi#ied coal as the primary source o# commercial energy. 9econdly, the much needed inestment needed #or growth o# this sector was not #orthcoming with coal mining largely in the hands o# priate sector.
alting waste#ul, selectie and slaughter mining.
=lanned deelopment o# aailable coal resources.
Improement in sa#ety standards.
Dnsuring adequate inestment #or optimal utili?ation consistent with growth needs.
Improing the quality o# li#e o# the work #orce.
&oreoer the coal mining which hitherto was with priate a miner su##ered with their lack o# interest in scienti#ic methods, unhealthy mining practices etc.
Bo!bay Stoc# E$chan"e where
it is a constituent
o# the BSE SENSE indeA, 9crip wise Weight ages in 9J= B9D 9D9D 9D India 0* 1ug !*0 and the
National Stoc# E$chan"e of In%ia where
it is a constituent o#
the S&P 'N Nifty. @ownload 8ist o# 7 i#ty stocks (.cs) 9D India 0* 1ug !*0 9hareholding> 2n 0 anuary !*, 5%.6" o# the equity shares o# the company were owned by the 4oernment o# India and the remaining !.0" were owned 4
by others. 2n 0 anuary !*, in an 2##er #or 9ale (2'9), 4oernment o# India sold a #urther *" stake in 7I8. =riced at I/ 0 per share, the sale #etched the goernment I/ !!.560 billion, making it the largest eer equity o##ering in the Indian share market. 2n * oember !*, 4oernment o# India approed another *" stake sale in 7I8.
S,are,olders (as on 30$9anuary$2015)
S,are,oldin&
;oernment o India
.-5<
"orei&n Institutional Inestors ("II)
.0<
omesti' Institutions
01.2/<
!on$Institutions
2./-<
otal
100.0<
Major Events and Milestones 2011-12
Maharatna Status
7oal India 8imited was granted the 'Maharatna' status on ** 1pril, !** by the 4oernment o# India thus becoming only the th =93 in the country, o# a total o# !* 7entral =ublic 9ector Dnterprises (7=9Ds), to hae been con#erred with this status. 4oernment o# India has introduced the Maharatna scheme in 'ebruary !* #or 7entral =ublic 9ector Dnterprises, in order to empower the mega 7=9Ds to eApand their operations and emerge as global giants. 9o #ar, the select club has only #ie members.
!
COAL INDIA JOINS SENSEX 7oal India made it to the 0-stock 9enseA, on 1ugust !**, globally considered to be the barometer o# the Indian economy, in short span o# nine months since its listing on $ oember !*. o other company has made it to the indeA in such a short time. 1nd then 7oal India;s raise to the top came in Eust seen trading sessions since its entry to 9D9D.
Most Valued Compan !n the "ountr 2n *5 1ugust !**, 7oal India emerged as the &ost Falued 7ompany in the country in terms o# &arket 7apitali?ation - the pinnacle o# success eery business entity dreams o# and aspires #or.
CM#DI !n a $as re"o%er pro&e"t 7entral &ine =lanning and @esign Institute (7&=@I) the /anchi based mine consultancy subsidiary o# 7oal India 8imited has been identi#ied #or participation in a 4reen ouse 4as recoery #rom coal mines and un-mineable coal beds and conersion to energy (44!D) - an D3 #unded /esearch =roEect #rom India along with Indian Institute o#
'!nal!(es Nat!onal Coal )a$e A$reement IX !n re"ord t!me 7oal India 8imited (7I8) on 0* anuary !*!, #inali?ed the wage agreement #or its 0.60 8akh strong non-eAecutie work #orce by giing a !" increase on gross wages as o# 0 une !**.
2010$11
7oal India 8imited signed a &emorandum o# 3nderstanding (&o3)
&inistry o# 7oal on 0*st &arch, !** - #or its key per#ormance areas #or the #iscal !***!. 1s per the &o3 #or the #iscal !**-*!, 7I8;s targeted production and coal o##-take hae been #iAed at $!. &illion
7oal India 8imited bagged a prestigious #irst eer international award in 4enea on 5
&arch !**. 7I8 was con#erred with the "Century International Quality ERA Award (CQE)" in the 4old 7ategory in recognition o# commitment to Luality, 8eadership,
7orporation o# India 8imited in @ecember !* #or promoting a oint Fenture 7ompany (F7) In order to create comprehensie end-to-end logistic solution #rom load port to consuming end. 7urrently imported coal is supplied by both priate and =93 players at consuming ends, particularly to power stations, with comprehensie quality and quantity assurance, whereas, in case o# indigenous coal, 7I8;s term o# sale is 'ree on /ail at 7olliery *rimary ob>e'tie o t,e 9:C are
*.
2wningGchartering o# essels
!.
@ra#t sureying
0.
Inspection o# cargo
$.
9teedoring at unloading port in India including unloading o# essels, customs clearance, shore clearance, and stacking
.
Indenting wagons #rom railways, loading o# wagons, quality analysis and deliery o# coal at power stations #
$th oember was 7I8 share was listed at /s.!%*G- and closed oer /s.0$!G- on the #irst day o# trading. &ost importantly, a national asset was o##ered to public as ;peoples; ownership; in =93s.
!* 2ctober !*, the day 7I8;s I=2 closed, would be etched as a historic eent in the
annals o# 7oal India 8imited.
7I8;s I=2 the largest so #ar in Indian capital market was oer-subscribed *.0 times.
7/I9I8 the leading credit rating agency in the country has assigned maAimum grading o# to 7I8;s proposed I=2 - the best #or any public sector.
200$10
9tanding
1ward o# the 9cope DAcellence 1ward to our 7ompany by the 7on#erence
o#
=ublic
Dnterprises
#or
the
year
!5-.
Dstablishment o# 7oal India 1#ricana 8imitada, a #oreign subsidiary in &o?ambiqueH 7onersion
o#
our
7ompany
into
a
public
limited
company.
1ward o# ;&ini /atna; status by the @epartment o# =ublic Dnterprises, 4oI, to 7&=@I8. /eceipt by our 7ompany o# a composite score o# *.$5 and rating as MeAcellentM #or the year !5-! by @epartment o# =ublic Dnterprises, &inistry o# eay Industries J =ublic Dnterprises, 4oI. $
1ward o# ;aratna; status to our 7ompany by the @epartment o#
200/$0
=ublic Dnterprises, 4oI, #or our operational e##iciency and #inancial strength, which a##ords
greater
operational
#reedom
and
autonomy
in
decision
making.
2erall production o# coal by our 7ompany and our 9ubsidiaries, crossed $ million tonnes.
1ward o# ;&ini /atna; status by the @epartment o# =ublic Dnterprises,
200$0/
4oI, to 778.
1ward o# ;&ini /atna; status by the @epartment o# =ublic Dnterprises,
200-$0
4oI,
to
our
7ompany
and
to
&78,
78,
9D78
and
W78.
@ecline in debt as a percentage o# net worth #rom 66 " in !*-!! to * " in !6 -!5.
/ating o# ;111G9table;, indicating highest degree o# sa#ety with regard
2005$0-
to timely payment o# interest and principal, awarded by 7/I9I8 in respect o# the /s. !
million
Introduction
o#
bond sale
programme o#
coal
o# through
our ;e-auction
7ompany. method;H
D78 and B778 reported pro#it o# /s. 0,60 million and !,!6.65 million in 'iscal !6.
2003$0
2erall production o# coal by our 7ompany and our 9ubsidiaries
crosses 0 million tonnes.
2001$02
8aying down o# a minimum internal rate o# return o# *!" at "
capacity utili?ation as cut o## #or the deelopment o# a proEect.
1$/
7orporati?ation o# the #inancial #low between our 7ompany and
9ubsidiaries, such that our 7ompany is to receie only diidends under applicable policy #rom our 9ubsidiaries and the corpus o# our 7ompany was to be utili?ed to proide strategic support to a loss making entity only #or, inter alia, maintaining their productie capital assets. 9anction o# loan o# 39@ *.0 billion #rom the World Bank and the apanese Bank #or International 7o-operation #or implementing !$ highly iable open case proEects with global sourcing o# equipments, o# which 39@ $$.$ million was aailed during the period between 'iscal *%% to 'iscal !$.
1-$
/ating o# ;1N;, indicating adequate sa#ety with regard to timely
payment o# interest and principal, awarded by 7/I9I8 in respect o# the /s. $, million bond issue by our 7ompany.
%
1doption o# #inancial iability as the basis #or approal o# coal deelopment proEects. @iscontinuation o# retention prices scheme and the 7oal =rice /egulation 1ccount (7=/1), with the deregulation in prices o# certain grades o# coal.
15$-
1pproal o# a #inancial restructuring package by the 4oernment,
whereby /s. ,%*5 million o# interest liability was waied, /s. %,$*. million o# plan loan repayment arrears was conerted to pre#erence equity and /s. $,0!6.$ million o# non plan payment arrears were allowed a moratorium #or repayment and interest accrual #or a period o# three years, to be repaid in three equal installments. 1 pro#it o# /s. 6,**6 million in 'iscal *%%6 was earned by our 7ompany.
12$3
'ormation o# &78 as our 9ubsidiary to manage mines
alley in the state o# 2rissa.
11$2
3ptrend o# pro#it started in *%%* and our 7ompany earned a pro#it o#
/s. *,65 million in 'iscal *%%!. 2erall production o# coal by our 7ompany and our 9ubsidiaries crossed ! million tonnes. 'iAing o# coal prices once a year to compensate #or increase in price o# inputs on a normatie cost basis, and adoption o# the escalation #ormula prescribed by the Bureau o# Industrial 7ost and =rices (?+IC*?).
1/$//
;Blasting 4allery ðod; introduced at Dast Katras mine under B778
and 7hora mine under D78.
1/5$/-
'ormation o# 78 and 9D78 as 9ubsidiaries o# our 7ompany, to
manage certain mines managed by W78 and 778.
1/1$/2
Introduction o# retention prices o# coal by amending the 7olliery
7ontrol 2rder, *%$ by noti#ication dated &arch 0*, *%!, in respect o# our 9ubsidiaries.
1/0$/1
washery,
7onstruction o# #ie new washeries> &oonidih washery, /amgarh &ohuda
washery,
Barora
washery,
Kedla
washery.
2erall production o# coal by our 7ompany and our 9ubsidiaries crossed * million tonnes.
1$/0
7onstruction o# the low temperature carboni?ed plant started in
@ankuni 7oal 7ompleA.
1&
15$-
7hange o# name o# our 7ompany to ;7oal India 8imited;.
Incorporation o# 7&=@I8, D78 and W78, and #ormation o# B778, 778, 7&=@I8, D78 and W78, as our 9ubsidiaries.
13$
in
coal
ationali?ation o# coal mines, in order to proide #or a higher growth sector
to
meet
the
growing
energy
needs
Incorporation o# our 7ompany as ;7oal &ines 1uthority 8imited;.
11
o#
the
country.
'wards
•
•
•
•
•
7oal India 8imited (7I8) was con#erred with two 7orporate 9ocial /esponsibility 1wards on * 'ebruary !*0> ;4lobal 79/ DAcellence and 8eadership 1ward; #or Best 7orporate 9ocial /esponsibility =ractices and ;Blue @art &ost 7aring 7ompanies o# India 1ward;. 'or !*!, 7I8 earned a ranking o# $ on oerall global per#ormance in the ;=latts
VISION
MISSION
CORPORATE STRUCTURE
Eastern Coalfields
I!ER!AL AS*ECS
(roducts ) *ervices
C@I!; C@ALB
&ainly used in steel making and metallurgical industries
1lso used #or hard coke manu#acturing
13
SEI C@I!; C@ALB
&ainly used as blend-able coal in steel making, merchant coke manu#acturing and other metallurgical industries
!L4 C@I!; C@ALB
!@!$C@I!; C@ALB
&ainly used as thermal grade coal #or power generation
1lso used #or cement, #ertili?er, glass, ceramic, paper, chemical and brick manu#acturing, and #or other heating purposes
4AS7E A! +E!E"ICIAE C@ALB
3sed in manu#acturing o# hard coke #or steel making
Bene#iciated and washed non-coking coal is used mainly #or power
generation Bene#iciated non-coking coal is used by cement, sponge iron and other industrial plants
ILI!;S B
&iddlings are by-products o# the three stage coal washing G bene#iciation process, as a #raction o# #eed raw coal. 14
3sed #or power generation
1lso used by domestic #uel plants, brick manu#acturing units, cement plants, industrial plants, etc.
RE9ECSB
/eEects are the products o# coal bene#iciation process a#ter separation o# cleans and G or middlings, as a #raction o# #eed raw coal. 3sed #or 'luidi?ed Bed 7ombustion ('B7) Boilers #or power generation,
road repairs, briquette (domestic #uel) making, land #illing, etc. CIL C@E LC C@E B
7I8 7oke G 8<7 7oke is a smokeless, enironment #riendly product o# the @ankuni 7oal 7ompleA, obtained through low temperature carbonisation.
3sed in #urnaces and kilns o# industrial units
1lso used as domestic #uel by halwais, hotels, etc.
C@AL "I!ES C@E "I!ES B
3sed in industrial #urnaces as well as #or domestic purposes
AR
7EA:#
@IL
LI;7
@IL
S@"
*IC7
B
3sed in #urnaces and boilers o# industrial plants as well as power houses, oil, dye, pharmaceutical industries, etc.
1!
ELE;AI@! @" *@4ER
7I8 eAercise the power delegated under @=D guidelines to the &23 signing companies and also powers delegated by the ministry o# 7oal to 7oal India 8td. #rom time to time. @bli&ation o t,e ;oernmentB
In order to enable 7I8 to achiee its obEecties and the leel o# per#ormance set in the &23, the 4oernment on its part undertakes to>
1ssist 7I8 in setting adequate supply o# railway wagons.
1ssist 7I8 in acquisition o# land and getting clearance #or #orest land by taking up the matter with &2D' and the respectie state goernment so that land acquired under the 81G7B1 1ct is handed oer and the #orest clearance gien under time bound programmed.
1ssist 7I8 in arranging and getting necessary approal #or internal credit.
1ssist 7I8 in recoery o# outstanding coal sale due.
1ssist 7I8 in restructuring o# D78 and B778 in iew o# report submitted by consultant.
@!I@RI!;
7I8 has to submit a quarterly report o# per#ormance #or each o# the per#ormance indicators.
1"
*ER"@RA!CE RAI!;B$
" more than the target
- DAcellent
•
Dqual to the target
- Fery 4ood
•
" less than the target
- 4ood
•
*" less than the target
- 'air
•
*" less than the target
- =oor
CIL +oard ,as olloDin&s membersB$ •
7hairman 7I8
•
'unctional @irector
•
1dditional 9ecretary, &77
•
oint 9ecretary J #inancial adisor , &27
•
/epresentatie #rom railway board
•
S+SIIAR# C@*A!IES
C@*A!#
D78 B778 778 W78 78 9D78 &78 D7 7&=@I
7EAFARERS 9anctoria @hanbad /anchi agpur 9ingrauli Bilaspur 9ambhalpur &eghalaya /anchi
1#
#EAR @" C@R*@RAI@! *%5 *%50 *%5 *%5 *%6 *%6 *%%! *%5 *%5
7oal India and its subsidiaries
7I;7LI;7S @" CCL
1$
7entral 7oal#ield 8imited has been on the coal map the country as a public sector on 2ctober, *%6, under di##erent names. In the beginning it was known as ational 7oal @eelopment 7orporation, then 7entral @iision o# 7oal mines 1uthority , and #inally under its present nomenclatures at /anchi, harkhand.
778 is the maEor source o# medium coking coal in India. 778Cs other important actiities are bene#iciation o# medium coking coal #or steel plants through its chain o# coal washeries and manu#acture o# so#t coke #or domestic kitchen. &ost o# the production (") comes #rom sur#ace mines.
utar, @altongang and 4iridihG ayanti. 7hairman-cum-&anaging @irectors is the #ull time eAecutie o# the company.
A9@R C@LLIERIES @" CCL
1. B1/K19118
!. 1/41@1 0. 2/< K1/1=31/1 $. /11/1 . =I=1/W1/ 6. /1/1==1 5. K33 . 1P1/IB14 %. B2K1/2 J K1/418I *. @2/I **. K1<1/1 *!. K1<1/1
C@AL 4AS7ERIES @" CCL Co%in& Coal 4as,eries Lo'ation
*. /aErappa 2&
!. Kedla 0. 9awang $. Kargali !on Co%in& Coal 4as,eries Lo'ation
*.
=iparwar
!. 4idi 0. kathara Coal$ype and Constitutes
Fegetable matter subEected to dierse geological processes and pressures gie birth to the sedimentary rock called coal. 7hemically coal is made o# carbon, hydrogen, oAygen,nitrogen,and some other impurities. Carboneous
!on Carboneous
Fitarin
1sh
7larin
&oisture Folatile matter 'iAed 7arbon
Broadly speaking , coal is o# #our types> *.1nthracite !.Bituminous 0.8ignite $.=eat 778 is mainly concerned with bituminous coal. *. 7oking coal !. on-coking coal
21
7oking coal is that ariety o# coal which has better coking properties and which can be conerted into hard coke suitable #or iron and steel industry and metallurgical purpose. 7oking coal is o# three types>*. =rime coking coal !. &edium coking coal 0. 9emi coking coal ;RAES @" C@AL
7oal is diided into #ollowing grades according to u, (use#ul heat alue) C@I!;
!@! C@I!;
9t-*steel grades *
4/1@D9 1 (Q6!kcalGkg)
9t-!steel grades !
4/1@D9 B (Q6kcalGkg)
W-* washeries grades *
4/1@D9 7 (Q$%$kcalGkg)
W-! washeries grades !
4/1@D9 @ (Q$!kcalGkg)
W-0 washeries grades 0
4/1@D9 D (Q006kcalGkg)
W-$ washeries grades $
4/1@D9 ' (Q!$kcaGkg) 4/1@D9 4 (Q*0kcalGkg)
ISSI@! A! :ISI@! @" CCL
:ISI@!
22
ISSI@!
*rodu't *roile
4radewise aailability o# /aw 7oal 1ailable 4rade o# 7oal on-coking 7oking 4rade 3..F. (K 7alGKg.) !on$Co%in&
Co%in&
23
4rade
3..F. (K 7alGKg.)
4rade
" 1sh
1
DAceed 6!
W-I
Between *-!*
B
Between 6-6!
W-II
Between !*-!$
7
Between $%$-6
W-III
Between !$-!
@
Between $!-$%$
W-IF
Between !-0
D
Between 006-$!
'
Between !$-006
4
Between *0-!$
E7@ @" EGRACI@! @" C@AL
7oal is obtained #rom the earthCs sur#ace called mines.
&ines are o# two types. 1.@*E!CAS I!ES
In this type o# mine with the help o# technology attempt is made to reach the leel o# coal seam by remoing the oerburden (i.e. a#ter remoing eerything lying aboe the coal seam). 'or this heay machines like D&& (heay Darth &oing &achine) are used the manpower is reduced. 2. !ER;R@! I!ES
In this type o#
mine technology attempts to reach the coal seam not by remoing the
oerburden but through a pit.
24
In this type o# mines there is high risk o# accidents due to the #all o# roo#s and sides. In order to aoid these accidents thrust is gien to proide support o# green roo# with steel supports like steel cogs, pit props, roo#, Bolts, W-straps, etc
7A! RES@RCE A!A;EE! I! CCL
uman /esource is treated as a maEor. 'or improement o# production and productiity in 778. 'or achieing the goals, special thrust is gien by motiating J proiding opportunity to eery member o# the organi?ation to discoer, unlock J deelop their talent potential J wider the hori?on through continuous learning. 2ne o# the thrust areas o# the company is to impart need basic retraining o# underutili?edGsurplus manpower and employees appointed under 9'F/9 (9pecial 'emale F/9). ewly recruitment and out sees and inductees under 7W1 scheme are deeloped as a work #orce to compete in the statutory eAaminations conducted by @4&9, Dlectricity Board etc. @uring *%%%-!, 9eeral courses were conducted coering topics like 8eadership @eelopment,
*. &anagement
AI! @+9ECI:E @" CE!RAL C@AL"IELS LIIE *.
disposal
**. **.
R@LE @" CE!RAL C@AL"IELS LIIE
*.
India. 7I8
ensures working in accordance with the guidelines and directions issued by them #rom time to time. !.
2#
5.
#acilities
#or the social security o# employees to the eAtend it is reasonable J practicable. *!.
2$
*RESE! A!A;EE! A CCL
2%
+@AR @" IREC@RS
r. R.. Sa,a (C)
C,airman$'um$mana&in& ire'tor
IREC@RS r. ..!A;
ire'tors (e',@prn.)
r. .. C,and
ire'tors (personnel)
7ompany 9ecretary S,ri C.:.!. ;an&aram
9tatutory 1uditors Anand Run&ta H Co. C,artered A''ountants
3&
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A:ERA;E A!*@4ER "@R LAS 5 #EARS A! AS @! 01.05.0
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200$05
2005$0-
200-$0
200$0/
200/$0
01.05.0
Aera&e anpoDer
-//1
-200
-1-10
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5-553
5-3/3
32
C@AL S@C A CRRE! *@SII@!
33
*R@CI@!
200-$200
200$200/
1ctual
200/$200
1ctual
1ctual
$!.0* *.0 $$.*$
$6.5 !.! $%.
$*.6 *.6 $0.!$
*rodu'tion
'rom 27 (&<) 'rom 34 (&<) <2<18 (&<)
0%.%5 !.60 $!.
0%.06$ *.% $*.%
$! ! $$
(27- 2pen 7ast &ining, 34- 3nder 4round mining, &<- &illion
#EARS
(y$a6is s,oDs produ'tion in million tones and G$a6is s,oDs years) ;$!ER;R@! C@AL I!I!; *R@CI@! @C$@*E! CAS C@AL I!I!; *R@CI@!
34
I!R@CI@!
WebsterCs dictionary de#ines a pro#ession as Ra calling, ocation or employment requiring speciali?ed knowledge and o#ten long and intensie academic preparation.S
1 common body o# knowledge
•
1greed to per#ormance standards
•
1 representatie pro#essional organi?ation
•
1n eAternal perception as a pro#ession
•
1 code o# ethics
•
1greed certi#ication procedure
1lthough human resource has recently gained recognition as a pro#ession compared to more established pro#essions.
7A! RES@RCE *LA!!I!; 1nticipating and making proisions #or the moement o# people into, within and out o# organi?ation. Stain&
8ocating potential applicants and encouraging them to apply #or eAisting or anticipated Eob openings (recruitment) and choosing indiiduals who hae releant quali#ications to #ill eAisting or proEected Eob openings (recruitment) and choosing indiiduals who hae releant quali#ications to #ill eAisting or proEected Eob openings (selection).
9ob desi&n
Improing Eobs through technological and human consideration in order to enhance organi?ation e##iciency and employee satis#action.
Learnin& deelopin& and trainin&
@esigning and deliering programs using a ariety o# methods to deelop an employeeCs knowledge, skills and abilities to work at a satis#actory leel o# per#ormance on the Eob (training), and broaden an indiidualCs skills #or #uture responsibilities (deelopment).
*erorman'e ana&ement
@esigning and deeloping programs and tools which help managers and employees establish per#ormance standards, identi#y ways to improe per#ormance asses and document work per#ormance.
Compensation and beneits
Dstablishing policies and deeloping programs that #airly compensate employees #or work per#ormance and meet the strategic obEecties o# the organi?ation. @irect compensation includes wages, salaries, incenties, bonuses and commissions. Indirect compensation includes the bene#it proided by employers to improe employeeCs quality o# li#e. DAample o# some employee include + compensation insurance contributions, health care, paid acation, sick leel programs, 7anada compensation plan, Dmployment insurance and Workers compensation. =ayroll is also a key responsibility included in the total compensation #unction.
Employee and Labour Relation
@esigning and deeloping / policies and practices that strie to maintain harmonious working relationships between departments, employees and managers. 9peci#ic #unctions 3"
include employee communications and managing organi?ation change, absenteeism, seAual harassment, employment equity, and diersity. When employees are unioni?ed, the process (labour relations) includes deeloping maintaining e##ectie working relationships with representatie unions, participating in collectie bargaining, proiding adice and guidance on grieance procedures and policy interpretation and managing work#orce reductions.
7ealt, and Saety
@esigning and deeloping policies, practices and procedures that proide a ha?ard- #ree work place and comply with all applicable goernment statutes and regulations. 1dditional requirements include in#orming employees about health and sa#ety, en#orcing sa#ety rules, and keeping comprehensie records.
7uman Resour'e Inormation ana&ement
@esigning and maintaining a computeri?ed system that proides current and accurate data #or the purpose o# control and decision making. In addition to storing and retrieing / in#ormation, data is used to produce reports, #orecast / needs, establish strategic, plans careers and promotions, and ealuate / policies and practices. But in todayCs intensely competitie and global marketplace, a growing number o# organi?ationCs human resources are now iewed as a source o# competitie adantage.
the corporations are generalist strategy, personnel strategy, e-/ strategy, per#ormance culture etc. =riority and #ocus, likely impact, si?e, structure and organi?ation appropriateness, bene#its and risks associated, budget and time constraints, technology usage etc. &ore than the new strategic role adopted by the / #raternityH the contribution o# the #unction has also seen a radical change in the recent past.
ReieD o literature
•
D##ectieness o# per#ormance 1ppraisal system it is argued is a #unction o# applying the right system in right conteAt. By Klein; The At o A!!ai"al
3$
=er#ormance appraisal system are Rhome workS that proides the in#ormation you need in order to make appropriate administratie recommendations, hold meaning#ul #eedback discussions with sta## members, and determined were per#ormance improement is required By #aion $. %ayne"; #ana&in& 'e(o)an*e
=er#ormance appraisal can actually be counter-productie #or employees who are in the greatest need o# training and #urther deelopment By i*to Buottan; )!oin& you 'e(o)an*e A!!ai"al •
2ne o# the measure reason =er#ormance management and =er#ormance 1ppraisal #ail is that too much time is spent on 1ppraising per#ormance using ague criteria, and not enough time and e##ort put into helping employee understand what his Eob is about, and the goals and obEecties heGshe is eApected to achiee to be success#ul. 8earn to do goals setting painlessly. By obet Ba*al; ean to !lan 'e(o)an*e an "et e)!loyee &oal"
•
&aAimi?ing and measuring our own per#ormance and that o# the people who work #or us is a
basic tenant o# the work enironment. 1lways use o# simple tool and
approach that can be bene#icial in achieement per#ormance plan. By a* #an"o(; 'e(o)an*e #ana&e)ent; enti(yin& o &oal" •
&ost managers and superisors today are attempting to quanti#y their departmental obEectie and pass them on their employees through per#ormance standards. @espite the simplicity o# this management- by +obEectie approach, deadlines are missed, quality is relatiely poor and productie is low.
#ault o# the employees carrying out the work.
2rgani?ations striing to deelop an open and participatie approach hae begun to gie employees the chance to say what they think o# their managers. 9uch appraisals can only work in a culture where mangers are willing to listen and learn and e##ect any necessary changes as a result. By #ahua Shula; :!a A!!ai"al an /&aniational *ultue
•
1t one stage per#ormance appraisal relied mainly on personality characteristics. 9ub ordinates were being appraised by their superior on the eAtent to which they eAhibited characteristic like, tact, willingness, enthusiasm, and maturity. &angers were being put into position o# psychologists and required to make subEectie ratings without any point o# re#erence eApect their own opinion By Bob el"on; 'e(o)an*e A""e"")ent
=er#ormance appraisal is a part is a part o# oerall per#ormance management system o# an organi?ation.
Bi-directional per#ormance recogni?es that #or per#ormance to improe, both manager and employee must receie #eedback on how well they are #ul#illing their obligations to their organi?ations and to each other. By obet ba*al; hen Bo"" ealuate" you
&ost adocates o# total quality beliee that total quality management (
impossible to combine them.
I!R@CI@! @" * ER"@RA!CE A**RAISAL
41
employees hae in reaching their desired goals is important in determining organi?ation e##ectieness. RIt is the systematic eolution o# the indiidual with respect to his or her per#ormance on the Eob and his or her potential #or deelopment.S =er#ormance 1ppraisal can be understood as> 1 #ormal, structured system o# measuring and ealuating an employeeCs Eob related behaiors and outcomes to discoer how and why the employee is presently per#orming on the Eob and how the employee can per#orm more e##ectiely in the #uture so that the employee ,organi?ation, and society all bene#it.
@+9ECI:ES @" *ER"@RA!CE A**RAISAL
@ata relating to per#ormance assessment o# employees are recorded, stored, and use #or seeral purposes. *.
.
@eelopmental uses, 1dministratie usesGdecision
III.
2rgani?ational maintenanceG obEecties and
IF.
@ocumentation purposes.
LI*LE *R*@SE @" *ER"@RA!CE ASSESSE!
;eneral Appli'ation
Spe'ii' *urpose
@eelopmental uses
Identi#ication o# indiidual needs =er#ormance #eedback @etermining trans#er and Eob
1ssignments Identi#ication o# indiidual
44
9trengths and deelopmental needs
1dministratie usesG @ecisions
9alary
=romotion /etention o# termination /ecognition o# indiidual
=er#ormance
8ay-o##s Identi#ication o# poor =er#ormers
2rgani?ational maintenanceG obEecties
/ =lanning @etermining organi?ation
@ocumentation
7riteria #or alidation research @ocumentation #or / decisions elping to meet legal
4!
requirements
7E A**RAISAL *R@CESS
4"
E7@S @" A**RAISAL
umerous methods hae been deised to measure the quantity and quality o# employeeCs Eob per#ormance. Broadly all the approaches to appraisal can be classi#ied into> * =ast oriented methods, ! 'uture oriented methods. Dach group has seeral techniques #or appraising employeeCs per#ormance
4#
E7@S
*AS$@RIE!E
"RE @RIE!E
/ating scales
&anagement by obEectie
7hecklist 'orced choice method 'orced distribution method
06-@egree appraisal
7ritical incident methods Behaiorally anchored scales 'ield reiew methods =er#ormance tests and obserations
=sychological appraisal 4$
1nnual con#idential reports Dssay methods 7ost accounting approach 7omparatie ealuation approach
1ssessment centre
1. *AS J@RIE!E E7@S
Ratin&s s'ales
C,e'%list
3nder this method, a checklist o# statement on the traits o# employee and his or her Eob is prepared in two columns-i?,a VesC column and a VoC column. 1ll that the rater (immediate superior) should do is tick the VesC column i# the answer to the statement is positie and in column VoCi# the answer is negatie. 1#ter ticking o## against each item, the rater #orwards the list to the / department where the actual assessment o# the employee takes place.
4%
"@RCE C7@ICE E7@S
In this the rater is gien a series o# statements about an employee.
"@RCE ISRI+I@! E7@
2ne o# the errors in rating is leniency-clustering a large number o# employee around a high point on a rating scale.
CRIICAL I!CIE!S E7@
+E7A:I@RALL# A!C7@RE RAI!; SCALES
Behaiorally anchored scale, sometimes called behaioral eApectation scales, are rating scales whose scale points are determined by statements o# e##ectie and ine##ectie behaiors. !&
*. 1reas o# per#ormance to be ealuated are identi#ied and de#ined by the people who will use the scales. !.
"IEL RE:IE4 E7@
*ER"@RA!CE ESS A! @+SER:AI@!S
With a limited number o# Eobs, employee assessment may be based upon a test o# knowledge or skills.
C@!"I!IAL REC@RS
7on#idential records are maintained mostly in goernment departments, though its application in
the industry is not ruled out. I
the 1nnual 7on#idential /eport (17/), !1
1bility to understand new material
.
1bility to reason
%.
2riginality and resource#ulness,
*. 1reas o# work that suits the person best, **. udgment *!. Integrity *0. /esponsibility, and *$. @e#ect-indebtedness, memo sered, etc.
twele o# these were #illed on a #our point grade scale (DAcellent, 4ood, 'air, =oor).'or integrity, there were special instructions #rom the management. usti#ication was separately gien (outstanding, Fery good, 1erage, =oor), again with Eusti#ication #or rating as outstanding or poor. /ecommendations #or promotion were also gien.
!2
because the eolution was linked to promotion. Den I
Essay et,od
In the essay method, the rater must describe the employee within a number o# broad categories, such as *.
C@S ACC@!I!; E7@
C@*ARAI:E E:ALAI@! A**R@AC7ES !3
RA!I!; E7@
In this, the superior ranks his or her subordinates in their merit, starting #rom the best to the worst. 1ll that the / department knows is that 1 is better than B.
*AIRE$C@*ARIS@! E7@S
3nder these methods, the appraiser compares each with eery other employee, one at a time. 'or eAample, there are #ie employees named 1, B, 7, @, and D. (-*)*G! where stands #or the number o# employee to be compared.
1#ter the
completion o# comparison, the results can be tabulated, and a rank is created #rom the number o# times each personCs is considered to be superior.
2. "RE$@RIE!E A**RAISALS
It is enough i# only the past per#ormance is assessed. ow an employee can per#orm in the days to come is equally important.
!4
A!A;EE! +# @+9ECI:ES (+@)
It was =eter '.@rucker who #irst gae the concept o# &B2 to the world back in *%$ when his
&B2 has been critici?ed also. 2ne comment made against the approach is that it is not applicable to all Eobs in all organi?ations. obs with little or no #leAibility, such as assemblyline work, are not compatible with &B2. 1n assembly line worker usually has so little Eob !!
#leAibility that the per#ormance standards and obEecties are already determined.
*S#C7@L@;ICAL A**RAISALS
8arge organi?ations employ #ull-time industrial psychologist. When psychologists are used #or ealuations, they assess an indiidualCs #uture potential and not past per#ormance.
ASSESSE! CE!ERS
1n assessment centre is a central location where managers may come together to hae their participation in Eob related eAercises ealuated by trained obserers.
ealuating) their behaiors across a series o# select eAercises or work samples. 1ssesses are requested to participate in in-basket eAercises, work groups (without leaders),computer
simulations, role playing, and other similar actiities which require the same attributes #or success#ul per#ormance, as in the actual Eob. 1#ter recording their obserations o# rate
!"
behaiors, the raters meet #or the discussion o# obserations. 9el#-appraisal and peer ealuation are thrown in #or #inal rating.
in order to remoe the bad assessment report #rom his or her work record.
!#
But a well-conducted assessment center can and does achiee better #orecast o# #ortune per#ormance and progress than other methods o# appraisal. 1lso, reability, content alidity, and predictie alidity are said to be high in the assessment centers.
3-0$e&ree "eedba'%
Where multiple raters are inoled in ealuating per#ormance, the technique is called 06degree appraisal.
employeeCs per#ormance J deelopment. 'urther, #irms that use the technique take a long time on selecting and the rater, designing questionnaires and analy?ing the data. In addition, multiple raters are less adept at proiding a balanced and obEectie #eedback than the superisors who are sought to be replaced. /aters can hae enormous problems separating honest obseration #rom personal #rom personal di##erences and biases. !$
=it#alls notwithstanding, more and more number o# #irms are using the 06-degree appraisal technique to assess the per#ormance o# their employees.
A**RAISALS ERR@RS
*. Lenien'y ErrorB$ eery ealuator has his own alue system which acts as a standard against which he makes his appraisals. /elatie to the true or actual per#ormance an indiidual eAhibit .
*. 7alo Ee't>sometimes an employee can create a certain impression on the rater because o# some incidents or behaior.
!. Similarity Error>
!%
0. Central enden'y >1ppraisers hae a tendency to play sa#e.
or RgoodS. ormally in all organi?ations there are about * percent
eAcellent and * percent ery poor. 2ne cannot ignore this aspect.
$. ReDard Ee't >9ome time rating can e##ect promotion or some such reward to which the employee is a candidate.
ormally the annual appraisals are made some time in the month o# @ecember eery year.
-. Raters ErrorB$
I# the rater is only one , all the aboe errors will hae little e##ect in rankings since errors are equally e##ected to all the employees een though indiidual marks ary #rom realistic analysis .
"&
E7@S @" I*R@:I!; *ER"@RA!CE A**RAISAL 1. se +e,aiour +ased S'alesB$
I# the superior and worker interact o#ten and con#ront problems, solution and per#ormance, annual appraisal will not be a surprise to the subordinate. 1 sort o# partnership can deelop where superisors continuously appraises him the areas requiring improement. . ultiple RatersB$
3ses o# multiple raters minimi?e raters error discussed aboe.
9uitable training assist a lot to bring in uni#ormity in criteria and measurement o# per#ormance. -. *eer EaluationB$
ere peers are asked to ealuate their colleagues and suitable weight age is assigned.
.ReDards to A''urate AppraiseRatersB
"1
@+9ECI:E @" 7E S#
&ain obEectie #or the study o# =er#ormance 1ppraisal in 778 are as #ollows>*.
"2
E7@@L@;#
=er#ormance appraisal practice in any sector becomes e##ectie only when the outcome o# the delierable meets business requirements.
E7@S @" AA C@LLECI@!
E7@S @" *RIAR# AA C@LLECI@!
*. Luestionnaire !. personal Interiew
1. FuestionnaireB
"3
Luestionnaires were distributed among the eligible participants and were to be #illed by them .
2. *ersonal InterieDB While conducting the surey the researcher went to eery department
and interiewed non-eAecutie sta##s. 'or getting a #ull picture o# per#ormance appraisal system preailing at 778 and its pit#alls, it was necessary or needs o# the time to conduct an interiew o# employees at di##erent leels.
Se'ondary data 'olle'tionB$ /esearcher used data that were published in these #orms>*.
SIE @" SA*LE
"4
!I:ERSE
C@!SRAI!S I! AA C@LLECI@!
While doing the proEect the researcher #aced many di##iculties as a result o# which the number o# responses receied were less than eApected number. *. 9ome participants were reluctant to #ill up the questionnaire with the eAcuse that they were not allowed to share such in#ormation related to their =er#ormance 1ppraisal. !. 9ome o# the sta##s were not at all willing to corporate due to which the researcher had taken best e##ort to persuade then to come on but result was not satis#actorily.
*ER"@RA!CE A**RAISAL S#SE A A ;LA!CE (Adopted or t,e year 1/-$/ on Dords)
"!
=er#ormance appraisal system #or DD73
*! months (*st 1pril to 0*st &arch) 1ppropriate =1/ #rom will be made aailable to the eAecuties (appraise) by the personnel department in the #irst week o# 1pril eery year.
.
2ndB DAecutie who #unctionally or directly oersees the actiities o# the 1ppraise. 3rdB 1ny other who #unctionally or directly oersees the actiities o# the 1ppraise.
""
ReieDerB 1 ery senior o##icer ('unctional ead o# the organi?ation) who gies #inal
grading on the =1/
FI,IN- .F /''0
*EF '(('I*' 56 /E EM(.6EE
'**E**MEN/ .F '/IN- /E EM(.6EE:*
E8IE9 .F /E -'0IN- 56 /E 1 st E8E E8IE9
E8IE9 .F /E -'0IN- 56 /E 2 nd E8E E8IE9 .FFICE
FIN'I'/I.N .F /E -'0IN- 56 /E F7NC/I.N' E'0 .F
;radin& system (oerall)
1> 2utstanding "#
B> Fery 4ood 7> 4ood @> 1erage D> Below 1erage ;radin& or personality and potential traits
4> 4ood > ormal => =oor @eelopments needs> in respect o# training speci#ic recommendation about the topic be mentioned.
1> 4rade D to D% all disciplines working at eadquarters area and other o##ices B> D to D% posted at collieries Gwasheries GWorkshopG subareas and eAecuties in charge o# de#ine area o# actiities 7> 'or eAecuties o# grade D* to D$ o# all disciplines @> 'or directly recruited o##icers #or competitions o# probation period, a#ter *! months D> 'or D< G &anagement 'or the promoters #or assessment o# *! months per#ormance, #or completion o# probation period. Interim per#ormance report (I=/) be used #or period prior to promotion or period a#ter the clearance o# probation period, till the beginning or end o# the appraisal year.
@+9ECI:ES A! RLES
"$
*> 1nalysis o# per#ormance essentially with a iew to determine the input to e##ort and not necessarily the output only. !.
situation J the
organi?ational demands.
;IELI!E "@R EGECI:E E:ALI@! RE*@R (EER)
"%
Luality
Industrial /elation
Luantity
Wel#are
@eelopment
1sset &anagement
7ost
etc.
0.) 1s the planning in terms o# the #rame #or the Eobs is necessary #or achieing the target, the 1ppraise should discuss the $ program o# task with the 1ppraisee and #inali?e it.
#&
.*) the reporting o##icer will complete his ealuation and send it to the #irst leel reiewer by *th may. .!) I# the reiewing o##icer (both 9ta## and 8ine) di##ers with the assessment o# the /eporting 2##icer, he should gie reasons #or #inal grading with the #inal comment.
5.) It is the intention o# the company to identi#y the igh per#ormance with a iew to deelop their potential and utili?e them in the oerall interest o# the company. 1s such, the #ormat proposed has taken into consideration the grading under #our categories as #ollows>
#1
DAcellent> -*
1dequate> $*-%
7ommendable> 6-$
Inadequate> $ and
(ote> it is eApected that the 'irst 8eel /eiew 2##icer will discuss with the 1ppraise and /eporting 2##icer in all cases where the grading o# the o##icer is either I1@DL31 (*) In keeping with obEectie o# this DD/,as stated in =ara * aboe, the assessment by the reporting o##icer and the /eiewing o##icer shall be done #or the grooming and betterment o# the eAecutie.
entriesGobseration
are
required
to
be
constructie
,as
the
case
o#
improementG1ssistance 1reas in section B() ,the qualitatie ,aspects o# section 7 and in
#2
9imilarly, it is eApected that the eAecuties will approach and handle hisGher sel# assessment obEectiely and with a be#itting maturity. !. /eiewGcounseling card is to be prepared #or eery #our month period in duplicate and to be signed by both 1ppraise and the /eporting 2##icer.
"ILLI!; @" 7E "@R ILLSRAI:E EGA*LES 9ome eAamples o# entries to help the 1ppraisee and 1ppraisers to #ill the =1/ #orm indicated are indicated below>
ConstraintsB on +aailability o# equipment.
> Inadequate delegation power.
#3
> 8ong geographical distance. > 7ommunication net- work is weak. > 2##ice records are inadequate and traceable. > Inadequate laboratory #acilitiesG support. > Foluminous back +logGuntrained sta##.
@pportunitiesB DquipmentG=J& new.
> Well trained personnel. > =roAimity to industrial city. > In#rastructural support. > =eer group support. > ew istas o# challenge. eelopmentB
adopted. 2nly one item would be more than adequate. 'or eAample, re#erence may be made about new system #or compiling accounts on time, standardi?ation o# equipment, new system o# maintenance, sa#ety and new mining methods etc > In respect o# deelopment o# people mention name o# one or two subordinates who were motiated to their working may be listed indicating specially the manner in which it was done.
Spe'ial A',ieementsB &ention may be made about the earnestness with results were
achieed, #or eAample these could be listed. -preparation o# operation manual -1bsorption o# new technology -9ubstantial increase in equipment utili?ation
#4
-9ta## deploymentGretraining -@esigning new in#ormation system -9ubstantial equipment re-habilitation - Improement in quality o# coal and sales reali?ation
Spe'ial InterestB
&ention may be made o# the 1ppraiserCs pro#essional interest which may be een not related to the Eob entrusted to him. In the matter o# social managerial dimension has to be made about the contribution o# the eAecuties in deeloping the social organi?ation in the company including contribution to actiities outside the company.
Spe'ial Instru'tions
In respect o# @eelopment needs o# an eAecuties re#erence be made about areas o# training which would help the eAecuties to grow #urther in his career, and these may be indicated in terms o# topics in respect o# managerial skills and technical skills. ob rotation o# the eAecuties as a means o# his #urther deelopment and career growth is indicated.
;eneral instru'tions
In all case where the grading are 2utstanding, Fery good, and D (below aerage), the 1ppraise must mention speci#ically the eent to support his iews in the column proide #or criteria incidentsH otherwise it will be considered subEectie.
#!
&ere achieements o# targets or marginal raise oer it do not signi#y outstanding Gery good per#ormance. /emarks like Rhard working and honestS also do not merit a grade o# Rery good or outstandingS.
"@R J 1: (Annual Appraisal "orm or all !on$e6e'utie Employees +orne in !C4A S'ale o *ay)
2##ice o# the UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU.. /eport #or year endingUUUUUUUUUUUUUUUUUUUUUUUUUUUUU... (9trike out column not applicable) *. ame o# Dmployee UUUUUUUUUUUUUUUUUUUUUUU !. @ate o# Birth UUUUUUUUUUUUUUUUUUUUUUUUUU #"
0. (a)@esignationUUUUUUUUUUUUUUUUUUUUUUUUUUU (b) 4rade UUUUUUUUUUUUUUUUUUUUUUUUUUUUU (c)ature o# @uties UUUUUUUUUUUUUUUUUUUUUUUUU $. Dducational Luali#icationUUUUUUUUUUUUUUUUUUUUUU . @ate o# Eoining the @epttUUUUUUUUUUUUUUUUUUUUUU 6. =receding @epttG9ection o# =ostingUUUUUUUUUUUUUUUUUU 5. =eriod #or which the employee has worked 3nder the /eporting 2##icer in the yearUUUUUUUUUUUUUUUUU ASSESSE! +# 7E RE*@RI!; @""ICER
. =ro#essionalGtechnical general
RFery 4oodS
R4oodS
R=oorS
Knowledge and application %. I# 9uperisor> (a)7apacity to plan, organi?e and eAecute (b)@elegating duties to and taking work 'rom subordinates eAercising e##ectie 9uperision and control, maintenance 2# discipline and leadership *. @ose heGshe rise to occasionY
es
o
**. 7ost consciousness
yes
o
*!. =unctuality and regularity in attendance
=unctual
Irregular
*0. Industry and aptitude #or work
RFery 4oodS
R4oodS
R=oorS
*$. &aintenance o# o##icial records
RFery 4oodS
R4oodS
R=oorS
*. 1ccuracy J9peed
RFery 4oodS
R4oodS
R=oorS
##
*6. 7apacity to eApress *5. as he been warned #or any #ailureY 2r any inadequacy in the year in writing 2r orallyY I# so, gie brie# details. *. /elationship with colleagues and
RFery 4oodS
R4oodS
R=oorS
'ellow employee *%. Was any disciplinary action initiated against him during the period under report and i# so, the result thereo#Y !. 8oyalty and honesty !*. @oes his health inter#ere with his workY !!. 'itness #or con#irmationGpromotion !0. 4eneral /emarks, i# any !$. 2erall 4rading
R2utstandingS
RFery 4oodS R4oodS
R=oorS
9ignature o# /eporting 2##icer
ame (in Block 8etters) o# the /eporting 2##icer
@ated
@esignation REARS @" RE:IE4I!; A7@RI# #$
R2utstandingS
RFery 4oodS
R4oodS
R=oorS
9ignature o# /eiewing 2##icer ame (in Block 8etters) and @esignation o# the /eiewing 2##icer
/ating R=oorS will only be considered as 1derse Dntry. In case the employee who has been rated R=oorS or in case o# any 1derse Dntry in the aboe report, the employee should be shown this report and in the token there o# his signature be obtained. Si&nature o t,e Employee
I!"ERE!CE
Fuestion !o. J 1
2ut o# the respondent so interiewed indicates that 0" o# the persons are aware o# the method o# per#ormance appraisal system applicable to them where as 0" o# respondents are not aware o# the method o# =er#ormance 1ppraisal and*$ " hae eApressed their ignorance to the =er#ormance 1ppraisal system preailing in the company. 2n the whole it indicates that people are aware o# the =er#ormance 1ppraisal system applicable to the company.
#%
Aware of the method of Perfofmane A!!raisal whih is followed in the Or"anisation
14; 3;
a< 6es
=< No
c< 0o not >now
$3;
Fuestion !o. J 2
2ut o# the respondent so interiewed indicates that * " o# persons are agreed to the need o# =er#ormance 1ppraisal system in which 65 " are agreed and 00 " are strongly agreed. 9o it can be concluded that maEority o# the people agree that there is a need o# =er#ormance 1ppraisal system in the organi?ation.
$&
5o you a&ree to t,e needs o3 *er3orman'e Appraisal System in t,e @r&aniKationL
33; a< *tron?ly '?ree
=< '?ree
c< 0isa?ree
d< *tron?ly 0isa?ree
"#;
Fuestion !o. J 3
2ut o# the respondents so interiewed indicates that only " o# people are rated the per#ormance rating system preailing in the company to eAcellent and *5" o# the respondents are rated to the preailing system to ery good where as 6*" o# people rated it good and *5 " considered it aerage. 9o we can conclude that maEority o# the people are satis#ied with the eAisting system o# =er#ormance 1ppraisal in the company.
$1
7oD do rate t,e *erorman'e ratin& system preailin& in C.C.L
"; 1#; 1#;
a< E@cellent
=< 8ery -ood
c< -ood
d< 'vera?e
"1;
Fuestion !o. J
2ut o# the respondents so interiewed indicates that %*" o# the people agree that there is in#luence o#
=er#ormance 1ppraisal system oer the e##iciency J career growth o# the workers on which *%" o# people strongly agree to it and % " o# the people disagree with the question. 9o it can be concluded that maEority o# people beliee that the eAisting =er#ormance 1ppraisal system does in#luence the e##iciency J career growth o# the workers.
$2
5oes *e r3orman'e Appraisal Syste m ,as its in3luen'e oe r t,e e 33i'ien'y H 'aree r &roDt, o3 t,e Dor%ersL
"; 3;
1%; a< *tron?ly '?ree =< '?ree c< 0isa?ree d< *tron?ly 0isa?ree
#2;
Fuestion !o. J 5
2ut o# the respondents so interiewed indicates that " o# persons hae responded that training imparted to them in past does hae an e##ect on their per#ormance and ! " o# people beliee that training imparted to them does not hae any e##ects on their per#ormance where as !!" o# respondents do not want to gie any comments. 9o it can be concluded that training imparted to people in past do e##ects their per#ormance.
$3
oe s trainin& imparted to you in t,e past ,as e e 't on your perorman'e
22;
a< 6es
=< No
c< No CoAAent !&;
2$;
Fuestion !o. J -
2ut o# the respondents so interiewed indicates that about 06 " o# the respondent indicates that =er#omance 1ppraisal 9ystem bring out real training J deelopment needs and 00 " said it does not bring out real training J deelopment needs where as 0* " do not want to gie any comments. ence it can conclude that =er#ormance 1ppraisal do bring the real training J deelopment.
$4
5oe s t,e 'urrent System o3 *re3orman'e Appraisal brin& out real trainin& H de e lopment nee dsL
31; 3"; a< 6es
=< No
c< No CoAAent
33;
Fuestion !o. J
2ut o# the respondents so interiewed indicates that $ " o# people gets only * promotion in their tenure o# serice, ! " o# people gets ! promotions in their tenure, 0! " o# people gets 0 promotions in their tenure and only 0% " o# people gets $ or more promotions in their tenure o# serice. 9o it can be concluded that period to remain in a particular post is too long or rather promotion occurs a#ter a long time. =romotion in 7.7.8 occurs in a #iAed interal o# p eriod.
$!
7oD many promotion do you &et in your tenure o seri'e
4;
2!; 3%; a< 1
=< 2
c< 3
d< 4
32;
Fuestion !o. J /
2ut o# the respondents so interiewed indicates that !! " o# the people agrees that there is an alternatie way to compensate them i# promotion has not been gien to them where as 6$ " o# people donCt agree to it and *$ " o# persons is indi##erent to such thing as they gies no comment to it. 9o we can conclude that the alternatie way to compensate the employees i# promotion is not proided to them is ery less.
$"
,ere is any Day o 'ompe nsation i promotion is not &ie n.
14; 22;
a< 6es
=< No
c< No CoAAent
"4;
Fuestion !o. J
2ut o# the respondents so interiewed indicates that 65 " o# people agree that =er#ormance 1ppraisal system helps in taking right decision regarding promotion on which ** " are strongly agree while 00 " disagree with the question raised. 9o we can conclude that =er#ormance 1ppraisal system do helps in taking right decision regarding promotion.
$#
5oe s *er3orman'e Appraisal ,elp in ta%in& t,e ri&,t de' ision re&ardin& t,e promotionL
11;
33; a< *tron?ly '?ree
=< '?ree
c< 0isa?ree
d< *tron?ly 0isa?ree
!";
Fuestion !o. J 10
2ut o# the respondents so interiewed indicates, 5 " o# people beliee that there is a system o# 9erice 8inked 3pgradation in the organi?ation and " o# people donCt agree to it where as !! " people gies no comment to it. 9o we can conclude that there is a system o# 983 in the organi?ation which is the way to compensate the people when promotion is not gien to them due to some circumstances.
$$
,ere is a system o SLSLI in t,e or&aniKation
22;
a< 6es
=< No
c< No CoAAent
$;
"%;
Fuestion !o. J 11
2ut o# the respondents so interiewed indicates that 5 " o# people beliee that their relationship with the superior, peers J subordinates a##ects the per#ormance and *% " o# people are strongly agree ** " o# the people are disagree with such a relationship on which 0 " are strongly disagree 9o we can conclude that the relationship o# people with their superiors, peers J subordinates do e##ect their per#ormance.
%$ Re lations,ip Dit, superior pee rs and s ubordinates ae 't t,eir pe rorman'e
$;
a< *tron?ly '?ree
3;
=< '?ree
1%;
c< 0isa?ree
d< *tron?ly 0isa?ree
"%;
Fuestion !o. J 12
2ut o# the respondents so interiewed indicates that 5 " o# respondents agree that discussion o# the tasks do take place with their superior and " o# people does not agree to it where as *$" o# peopledo not want to gie any comments. 9o we can conclude that discussion o# the task takes place to the people by their seniors.
%&
5o dis'us s ion on t,e tas% asss i&ned to you ta%e pla'e Dit, your superiorL
14;
$; a< 6es
=< No
c< No CoAAent
#$;
Fuestion !o. J 13
2ut o# the respondents so interiewed indicates that only $! " o# people agree that per#ormance imbalance is communicated to them satis#actorily and 06 " o# respondents does not agree to it where as !! " o# people do not want to gie aany comments. 9o we can conclude that per#ormance imbalance is communicated to the employees satis#actorily
%1
4,et,er *er3orman'e imbalan'e 'ommuni'ated to you satis3a'torilyL
22;
a< 6es
=< No
42; c< No CoAAent
3";
Fuestion !o. J 1
2ut o# the respondents so interiewed indicates that $! " o# respondents strongly agreed that promotion proide motiation to the employee and 00 " o# people only agreed to it where as ! " o# respondents disagreed to it. 9o we can conclude that promotion proide motiation to employees in 7.7.8.
%2
o you a&ree t,at promotion proide motiation to you
2!;
a< *tron?ly '?ree
=< '?ree
c< 0isa?ree
42; d< *tron?ly 0isa?ree
33;
Fuestion !o. J 15
2ut o# the respondents so interiewed indicates that 5 " o# people wants to hae an open per#ormance appraisal system in the organi?ation and 0 " o# people as !!" o# people are indi##erent so they gies no comment. 9o we can conclude that employee wants to hae an open appraisal system in the organi?ation in spite o# the preailing system in the organi?ation.
%3
5o you Dant open *er3orman'e Appraisal System in pla'e o3 present preailimn& systemL
3&;
a< 6es
=< No
c< No CoAAent
#&;
Fuestion !o. J 1-
2ut o# the respondents so interiewed indicates that " o# the people said that time #iAed #or =er#ormance 1ppraisal is 0 months and 6 " o# the perople said it is $ months and *5 " o# them said it is 6 months where as 5! " o# the people said it is *! months. 9o we can conclude that maEority o# the people said that time #iAed #or =er#ormance 1ppraisal is *! months.
%4
ime i6ed or *erorman'e Appraisal
"; ";
1#; a< 3 Aonths
=< 4 Aonths
c< " Aonths
d< 12 Aonths
#2;
Fuestion !o. J 1
2ut o# the respondents so interiewed indicates that 0% " o# the respondent agree that the current =er#ormance 1ppraisal 9ystem is transparent and !! " said it is not transparent whereas 0% " do not want to gie any comments 9o it can be concluded that the current =er#ormance 1ppraisal 9ystem in 7.7.8 is not transparent
%!
Is 'urre nt *e rorman'e Appraisal Syste m transpare nt
3%; a< 6es
3%; =< No
c< No CoAAent
22;
Fuestion !o. J 1/
2ut o# the respondents so interiewed indicates that 0% " o# the respondent agree that present =er#ormance 1ppraisal 9ystem rates their e##iciency e##ectiely and ! " said they do not agree that =er#ormance 1ppraisal 9ystem rates their e##iciency e##ectiely where as 00 " do not want to gie any comments. 9o it may be concluded that the present =er#ormance 1ppraisal 9ystem rates their e##iciency e##ectiely.
%"
Is t,e present per3orman'e Appraisal System rates your e33i'ien'y e33e'tielyL
33; 3%; a< 6es
=< No
c< No CoAAent
2$;
Fuestion !o. J 1
2ut o# the respondents so interiewed indicates that " o# the respondent agree that the quantity o# work gets re#lected in their =er#ormance 1ppraisal and ! " said it is not re#lected where as *5 " do not want to gie any comments in the matter. 9o it can be calculated that quantity o# work get re#lected in their =er#ormance 1ppraisal.
%#
oe s 8uantity o Dor% &e t rele'te d in your *e rorman'e Appraisal
1#;
a< 6es =< No c< No CoAAent !"; 2$;
Fuestion !o. J 20
2ut o# the respondents so interiewed indicates that 6* " o# the respondent agree that =er#ormance 1ppraisal 9ystem dependent upon Buality of wor> and 14 ; said it
is not dependent upon Buality of wor> where as 2! ; e@pressed their i?norance< *o it can conclude that Aajority of the respondent a?ree that (erforAance 'ppraisal *ysteA dependent upon Buality of wor>
%$
Is t,e *er3orman'e Appraisal System dependent upon 8uality o3 Dor%L
2!;
a< 6es
=< No
c< No CoAAent
"1;
14;
"I!I!;S
India is a third largest country in the production o# coal. 7oal India 8imited is the main source in the production o# coal. 7oal India limited is the second greatest employer a#ter /ailway. 7.7.8, haing a ast repot ire o# human resource, #ollow a well de#ined metrices to appraise per#ormance #or both eAecutie J non eAecutie. With the help o# interiew and discussion and on the basis o# instrument o# de#ined questionnaire I #ound that the member o# the 7.7.8 is aware o# the method o# =er#ormance 1ppraisal and they #eel the need o# this system in the 2rgani?ation.
%%
=er#ormance 1ppraisal in the company is being at a regular interal o# one year (*! months).
S;;ESI@!
*. 'eatures and tools o# =er#ormance 1ppraisal system should be changed so that the subEectiity is reduced and an indiidual bias that may impact the e##ectieness o# per#ormance management system is inactiated. !. 9ystem should be redesigned #or obEectiity, transparency and consistency across 7.7.8. 0. &anagement by obEecties (&B2) should also be applied. It is the modern and adanced method o# appraisal. &B2 is potentially a power#ul philosophy o# managing and an e##ectie way #or operationali?ing the ealuator process. It seeks to minimi?e eAternal controls and maAimi?e internal motiation through goal setting 1&&
between the superior and subordinates and increases the subordinate control oer their own work. $.
Con'lusion
1&1
While going through the di##erent process #ollowed at 778 within per#ormance 1ppraisal, I came to know o# the importance o# per#ormance appraisal.
!. 1ccording to respond gien against the question no. $, , 6, % and *$ it can conclude that =er#ormance 1ppraisal 9ystem a##ected the workers in many respect.
1nnual =er#ormance 1ppraisal 9ystem is preailing in the organi?ation
1&2
6. 1ccordi 1ccording ng to respond respond gien gien against against the question question no.*,* no.*,*% % and !, it can be conclud concluded ed that =er#ormance 1ppraisal 9ystem dependent upon quantity and quality o# work.It means it rate the e##iciency o# the workers e##ectiely.
Luestionnaire 'or 9tudy 2n *ER"@RA!CE A**RAISAL S#SE
1< CE!RAL C@AL"IELS LIIE 1&3
@1/B141 239D, /17I (D1@ L31/
9ubmitted By>Kirti =riya 1nand /oll o. + (&aster in =ersonnel &anagement) ! -%
DFI88D W1@I1 I9
Luestionnaire
1ll the in#ormation will be kept con#idential.
=ersonal @ata *. @epartm @epartment> ent> UUUUUU UUUUUUUUU UUUUUU UUUUUU UUUUUU UUUU.. U.. !.
@esigna @esignation tion>> UUUUUU UUUUUUUUU UUUUUU UUUUUU UUUUUU UUUU. U.
0. 4rade> 4rade> UUUUUU UUUUUUUUU UUUUUU UUUUUU UUUUUU UUUUUU UUUU U $. ny> UUUUUU UUUUUUUUU UUUUUU UUU.. .. . ion> UUUUUU UUUUUUUUU UUUU.. U.. 1&4
6. 4ender> 4ender> UUUUUU UUUUUUUUU UUUUUU UUUUUU UUUUUU UUUUUU UUU.. .. 5. 1ge> 1ge> UUUUUU UUUUUUUUU UUUUUU UUUUUU UUUUUU UUUUUU UUUUU UU
*. 1re you aware o# method which is #ollowed #or your =er#ormance 1ppraisal in this organi?ationY a)es !.
b)o
c)@o not know
@o you agree to the need o# =er#ormance =er#ormance 1ppraisal 1ppraisal system in any organi?ationY
a)9trongly 1gree @isagree
b)1gree
c)@isagree
d)9rongly
0. ow do you rate the =er#ormance rating system preailing in 7.7.8Y a)DAcellent
b)Fery 4ood
c)good
d)1erage
$. @oes per#ormance appraisal system has its in#luence oer the e##iciency J career growth o# workersY a)9trongly 1gree @isagree .
b)1gree
c)@isagree
d)9trongly
@oes training imparted to you in the past has e##ect e##ect on your per#ormanceY a)yes
b)o
c)o 7omment
6. @oes the current system o# =er#ormance 1ppraisal 1ppraisal bring out the real training J deelopment needsY a)yes
5.
b)o
c)o 7omment
ow many promotion do you get in your tenure o# serice in this organi?ationY a)*
b)!
c)0
d)$
. Is there any way to compensate you i# promotion has not been gien to youY a)es
b)o
c)o comment
%. @oes per#ormance 1ppraisal system helps in taking the right decision regarding the promotionY a)9trongly 1gree @isagree
b)1gree
c)@isagree
1&!
d)9trongly
*. Whether there is a system o# 983(serice linked upgradation)G98I(serice linked increment)Y a)yes
b)o
c)o comment
**. @oes your relationship with superior, peers and subordinates a##ect your per#ormanceY a) 9trongly 1gree @isagree
b)1gree
c)@isagree
d)9trongly
*!. @o discussion on the task assigned to you take place with your superiorY a)es
b)o
c)o comment
*0. Whether per#ormance imbalance communicated to you satis#actorilyY a)es
b)o
c)o comment
*$. @o you agree that promotion proide motiation to youY a)9trongly 1gree @isagree
b)1gree
c)@isagree
d)9trongly
*. @o you want open =er#ormance 1ppraisal 9ystem in place o# the present preailing systemY a)es
b)o
c)o comment
*6. What is the time #iAed #or your =er#ormance 1ppraisalY a)0 months
b)$ months
c)6 months
d)*! months
*5. Is current =er#ormance 1ppraisal 9ystem is transparentY a) es
b)o
c)o comment
*. Is the present =er#ormance 1ppraisal 9ystem rates your e##iciency e##ectielyY a)es
b)o
c)o comment
*%. @oes quantity o# work gets re#lected in your =er#ormance 1ppraisalY a)es
b)o
c)o comment
!. Is the =er#ormance 1ppraisal 9ystem dependent upon quality o# workY a)es
b)o
c)o comment
!*. 1ny suggestion #or the improement o# appraisal system at 778 Y =lease prioriti?e them in orderY
a)UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU.
b)UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU 1&"
c)UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU.
+I+LI@;RA*7#
•
1rmstrong, & (*%%*) 1 andbook o# personnel management practice, #ourth edition, 8ondon, Kogon
•
1swathapa, K. (!) human /esource &anagement, #i#th edition, new @elhi,
•
aynes, D. &arion, (*%%!) &anaging =er#ormance, ew @elhi, 4algotia =ublications(p) ltd.
•
ain 7.9ugan (!!) =er#ormance 1ppraisal, aipur, /aE =ublishing ouse 1&#
