secl hr vision 2020-document-draft16

HR Vision 2020

A Roadmap…

Building High Engagement Culture and Respectable Organization to work,

through Best People Practices…

SOUTH

EASTERN

COALFIELDS

LIMITED

(A Subsidiary of Coal India Limited)

1

PROLOGUE

Coal India Limited (CIL), a Maharatna Company and the largest coal producer as

well, has the huge responsibility in energizing the Nation and to play a crucial role in the

economic growth of the Country. CIL has envisioned achieving one billion tonne coal

production by the year 2019 – 2020 to support the country’s energy mission. Indeed, it is a

stupendous task to rise to this scale of performance from the current production of about 500

million tonne. The key strategies for achieving this height include ramping up production

capacity from the existing mines, aggressive action plan for opening new mines, massive

modernization & technology adoption and high stakeholder engagement. The role of the HR

in CIL, in this context, has become very crucial, as the people driven processes are the critical

success factors for the organization to succeed. The people in the organization will have to

demonstrate high engagement and extraordinary capabilities in the areas of project

management, contract management, risk management, land acquisition, rehabilitation &

resettlement, environment management, stakeholder engagement, etc. At the same time the

management has to provide an inspiring, empowering, motivating and self-fulfilling work

environment built on trust. Mere incremental improvements of the current HR processes and

practices in CIL can no longer deliver the desired result for realization of the Company’s

ambitious corporate plan. The underlying HR logics, assumptions and beliefs in CIL and the

people processes and practices must have to undergo a paradigm shift to drive the corporate

plan.

We have already initiated major changes for strategizing the HR frames of the

Company. Introduction of balanced scorecard based performance management system,

creating critical capability for land acquisition and environment management, infusing about

5500 young and energetic talent pool, best in class management training and online HRIS, the

only integrated system with online PMS module, Skill mapping, Training & Development,

executive information system, etc., are some of the key strategic initiatives which have

already been rolled out.

The average age of executive population in the Company is about 47 years. About 750

executives from the middle management and the senior management are retiring every year.

This has already created a vacuum in the middle management pool. The fresher joining the

Company will have to be retained, developed and fast tracked through accelerated

mechanism to assume leadership roles.

For us to deliver on the strategic thrust areas of the Company, the HR function, in

partnership with others, needs to deliver on 5 people imperatives. These are: ensuring the

availability of right type of talent (defined in terms of specific technical/ behavioural

competencies), at the right time, at the right place, and in the right cost; creating high

performance workforce; developing value based leadership at all the levels in the

organization; creating engaged and motivated employees; and building a culture of

continuous learning, efficient operations, social consciousness and stakeholder

responsiveness.

2

The key to achieving the stupendous goal lies on the shoulders of the Human

Resource of the Company. The Human Resource Management in CIL has to be more

strategic than transactional to be vital to the Company's vision. The HR organization in the

Company needs to champion a series of transformational initiatives to be a strategic partner

to the organization. As stated above, we have already recruited about 5500 fresher in all

disciplines. Another 5000 fresher would be joining us in next 5 years. The management team

of the Company is going to be dominated by young generation leaders with multiple

capabilities and diverse aspirations. It is very strategic to the organization to engage and

channelize the energy, enthusiasm and vigour of this team and leverage their potential for the

organizational success. This is possible only through robust people processes and practices.

Therefore, this is the right time to change the organization and its culture to provide

challenging opportunities for performance, benchmark avenues for career growth and best in

class opportunities for development so that CIL becomes the best place to work.

A team of HR functionaries, from all levels from all subsidiaries, has revisited the

current people practices, in the context of the changing business imperatives, to redefine the

role of HR in CIL and to create a business driven HR to take on the business challenges so

that the HR strategies are well aligned with the business imperatives.

After an in-depth analysis and deliberation the team has evolved an HR vision

document which reflects the aspirations of the HR functionaries and their commitment to the

cause of the organization. The key strategies in the vision document include key activities in

the core people management areas like manpower planning, succession planning, training &

development, organizational culture, corporate branding, IT initiatives, Welfare, CSR, etc.

Execution of the above strategies would go a long way in building CIL into a high

performing organization.

(R. Mohan Das)

Director (P&IR)

Coal India Ltd.

3

FOREWORD

It is indeed a pleasure that the HR function at South Eastern Coalfields Ltd. is releasing its

roadmap for HR Vision 2020. A focused approach is pertinent when we are looking at a

stupendous goal of rising to 239.6 MT production target of SECL by 2019-20, from the

current production of 128.3 MT in 2014-15. The challenge is not only to achieve the high

growth rate, but to stay sustainable in the long run. A sustainable organization is one that

simultaneously delivers on social, economic and environmental factors to ensure long-term

betterment for the society and for organizations. Simply put, a sustainable organization can

work along with all pillars of the triple-bottom line approach. The pillars of profit, planet and

people are interrelated and these elements of the approach can fit into a self-propagating

advantageous situation. I am sure that this blueprint on vision for Human Resource

Management, or rather Human Capital Management will contribute towards attainment of the

production goals of SECL in coming years.

I would like to congratulate the HR team, which under the leadership of Director (Personnel),

SECL has come out with the roadmap for HR Vision 2020. I would also like to take this

opportunity to urge the HoDs from various departments and the Area GMs to extend their full

support and also monitor for proper implementation of the outlined activities within

prescribed time.

Best Wishes.

(Om Prakash)

Chairman-cum-Managing Director

SECL

4

FOREWORD

South Eastern Coalfields Limited (SECL), being the largest subsidiary of Coal India Limited

in terms of Coal production has to onus to contribute majorly to the 1 billion tonne target

production of Coal India by 2019-20. In these circumstances, where the organization is

looking to almost double its production target in a timeframe of 5 years, HR has to emerge as

a strategic business partner inclining with the top management activities and building SECL

for being sustainable not just for today, but for tomorrow and beyond. The approach to

people management has to stop being myopic. In this regard, we are happy to present the

roadmap for HR Vision 2020 for SECL.

HR can use its unchallenged ownership of a diverse range of key processes, be it Talent

Management and Development, Organizational Design and Development, Workforce

Optimization, Technology Enablement, Performance Management, Reward and Recognition,

Internal Communication, Change Management etc. to uniquely configure processes and

practices and deliver a setup conducive to attainment of organizational goals. I am sure that

the HR Roadmap outlined, will position HR as an indispensable value creator.

I would like to take this opportunity to appreciate the effort put in by the HoDs and young

managers (Team “Yuva”) of Personnel/HR function of SECL, for the multiple rounds of

discussions leading to the finalization of activities and timelines under the various parameters

under the HR Vision 2020 roadmap. This has been compiled with valuable thoughts and

ideas pooled in together.

I extend my best wishes for successful rollout and implementation of the HR roadmap for

SECL.

(Dr. R S Jha)

Director (P)

SECL

5

VISIONING METHODOLOGY

A strategy mapping exercise was undertaken for developing a road map for Human Resource

Management to support the corporate plan of CIL achieving one billion tonne coal production

by the year 2019-20.

2-days visioning workshop was conducted on 6th and 7th May, 2015 at Hotel Tuli Imperial,

Nagpur. The workshop was moderated by Shri R. Mohan Das, Director (P&IR), CIL and Shri

Rajiv R Mishra, Chairman-cum-Managing Director, WCL. It was attended by all the

Directors (P) of all subsidiaries, General Manager (P/IR), General Manager (P/EE), General

Manager (System), General Manager (CSR), General Manager (IED), Heads of Dept. of

Executive Establishment of all subsidiaries and executives from System Department, IED,

Personnel and CSR department. A team of fresher from all subsidiaries and CIL also

participated in the workshop for evolving the road map. There were total 71 participants,

cutting across all management levels, in the 2 full days of engagement.

The key themes of HR management in CIL were presented and deliberated threadbare at the

workshop. The key issues under each HR theme were discussed in different groups by the

participants. The ideas generated by the groups were further deliberated in the general

sessions that followed. The outcome of the general sessions accepted by the participants have

been compiled in the format of the road map.

Core team headed by Director (P) has been formed for monitoring the execution of the road

map for each core area.

6

As a follow-up to the workshop at Nagpur and the subsequent release of the CIL HR Vision

2020, the subsidiaries were entrusted with the responsibility to come with the plan for

implementation of the parameters detailed out in the vision document.

Subsequently the team at SECL, comprising of HoDs from all the departments in the D(P)

Directorate, other related departments and the young managers (Team “Yuva”) under the

leadership of Director (Personnel) – SECL, Dr. R. S. Jha had multiple round of deliberations

to chart out the plan, ascertain responsibility and the timelines for ensuring the channelization

of the activities flowing from the CIL HR Vision 2020 document. This document is a

continuation from the CIL HR Vision 2020 document and mentions the activity plan with

respect to South Eastern Coalfields Limited.

“You can have the“You can have the“You can have the“You can have the best strategybest strategybest strategybest strategy and the best system in the world, but if and the best system in the world, but if and the best system in the world, but if and the best system in the world, but if

you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you,

none of it comes to life.”none of it comes to life.”none of it comes to life.”none of it comes to life.”

-Renee West

7

TABLE OF CONTENTS

Sl. No. Topics Page No.

1. Human Resource Planning 8

2. Promotion & Transfer 12

3. Industrial Relations 14

4. Training & Development 17

5. Organizational Culture 25

6. Corporate Branding 29

7. IT Initiatives 31

8. Delegation of Power 35

9. Corporate Social Responsibility 37

10. Welfare 42

11. Legal 49

12. Security 53

“There are far, far better things

ahead than any we leave behind.”

- C S Lewis

8

Human Resource

Planning

Optimum Utilization of Human Resource

If you don’t know where you are going, any road will lead you there.” - Lewis Carroll

9

HUMAN RESOURCE PLANNING

TARGET AS PER CIL’s HR VISION 2020

VISION ACTIVITY TIMELINE INTERFACE

Optimum

Utilization of

Manpower

1. Non-Executive

Manpower Assessment

till 2019-20

31st August

2015

IED, Safety,

Planning

2. Executive Manpower

assessment till 2019-20

31st January

2016

Through Consultant

3. Recruitment Plan for

Non-Executives

(Statutory & Technical)

31st October

2015

Subsidiaries

4. Recruitment Plan for

Executives

31st March

2016

CIL Recruitment

Section

5. Process Document for

Succession Planning

31st August

2015

Cross Functional

10

Committee consisting

of GM/HoD – P&A,

IED, MP, P&P, S&R to

be constituted

The assessment report

to be duly submitted by

the committee by Aug.

2015

Activity to be centrally

driven from CIL via external

agency

Retirement Profile till

2019-20 – HoD (EE) –

Timeline: July 2015

Existing/Proposed project

details till 2019-20 – GM

(IED) {Interface: P&P} –

Timeline: July 2015

Pre work at SECL in terms of

expected data required for

the activity to be done

ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN

HUMAN RESOURCE PLANNING

2. 2. 2. 2. Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019----20202020

1.1.1.1. NonNonNonNon----Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019----20202020

3. 3. 3. 3. Recruitment Plan for NonRecruitment Plan for NonRecruitment Plan for NonRecruitment Plan for Non----Executives (Statutory & Technical)Executives (Statutory & Technical)Executives (Statutory & Technical)Executives (Statutory & Technical)

SECL’s HR ROAD MAP – VISION 2020

Based on the Non-Executive

Manpower Assessment Report,

recruitment plan to be worked out

Resp: HoD (MP) – Timeline: Oct 2015

11

5. 5. 5. 5. Process Document for Succession PlanningProcess Document for Succession PlanningProcess Document for Succession PlanningProcess Document for Succession Planning

4. Recruitment Plan for Executives4. Recruitment Plan for Executives4. Recruitment Plan for Executives4. Recruitment Plan for Executives Being taken up by

CIL

Being taken up by

CIL

12

Promotion and Transfer

Unleashing Potential for Excellence

“Don’t limit you challenges, challenge your limits.”

- Jerry Dunn

13

PROMOTION & TRANSFER



Unleashing

Potential for

Excellence

Promotion Policy

1. Revisiting Promotion

Policy

2. Promotion from E7 to

E8

3. Promotion below E7

4. Promotion from Non-

Executive to Executive

31st December 2015

Jan to March every year

31st March 2016

31st March

EE, IR Depts.

of CIL

Transfer Policy

5. Revisiting Transfer

Policy including

sensitive disciplines

31st December 2015

EE, IR Depts.

of CIL

14

Industrial Relations

Building Trust through Mutual Understanding

“When people go to work, they

shouldn’t have to leave their

hearts at home.”

– Betty Bender

15

INDUSTRIAL RELATIONS



Building trust

through mutual

understanding

1. Revisit of Employee

Grievance Redressal

Management System

31st July 2015 CIL & Subsidiaries

2. Creating Interface

between trade unions

& management

Quarterly CIL & Subsidiaries

3. Separate cell for

contract labour

management

30th July 2015 Subsidiaries

16

2. 2. 2. 2. Creating interface between trade Creating interface between trade Creating interface between trade Creating interface between trade

unions and managementunions and managementunions and managementunions and management

1.1.1.1. Employee Grievance Redressal Employee Grievance Redressal Employee Grievance Redressal Employee Grievance Redressal

SystemSystemSystemSystem

Committee comprising of GM

(P&A), Dy. GM (IR), HoD (EE), TS to

D (P) to revisit the existing

grievance redressal systems, viz.

a) Project “Harmony” b) 3-tier IR

system c) Personnel/Line

Executives in areas and units


Company level IR, Steering Committee

and Welfare board meetings being held

quarterly

Project “Samanvay Sammelan” to be

organized jointly with management and

Trade Union representatives centrally

once every year

Resp: GM (P&A), Dy. GM (IR) & TS to D(P)

3. 3. 3. 3. Separate cell for contract labour Separate cell for contract labour Separate cell for contract labour Separate cell for contract labour

managementmanagementmanagementmanagement

Committee comprising of GM

(P&A), Dy. GM (IR), GM

(CMC) to ensure by July 2015

INDUSTRIAL RELATIONS


17

Training & Development

Capability Building for Human Excellence

“The mind is not a vessel to be filled, but a fire to be ignited.” -Plutarch

18

TRAINING & DEVELOPMENT



Capability

Building for

Human Excellence

1.Revisit of Training Policy 31st July 2015 Cross functional

- CIL

2.Online Portal for Cross

Functional Training

30th December

2015

IT

3.Departmental Skill

Development – RPL

Certification (1 Lakh)

1st Year – 40,000

2nd Year – 60,000

NSDC

4.Revamping of IICM

a) Appointment of faculties

from reputed academic

institutes

b) Engagement of practicing

managers & retired

executives

c) Identification of Training

modules

d) Identification of Resource

persons internal and

external

e) Revisiting of MT’s &

AM’s training programs

f) Collaboration with reputed

institutes like IIMs, IITs,

NITs etc for cross

functional training

g) Introduction of the concept

of Mentor & Mentees

h) Introduction of training

program from non-exe to

executive

31st December

2015

31st August 2015

31st August 2015

31st August 2015

31st October 2015

31st August 2015

31st August 2015

31st August 2015

External

Agencies &

Premier

Institutes

5.Strengthening of VTC &

other Institutes (MDI)

31st August 2015 Subsidiaries

19

6.Development of scheme for

internal candidates for

passing statutory

examinations (200 from each

subsidiary)

31st July 2015 Subsidiaries

7.Capability Building

a) Identification of critical

position

b) Identification of skill

inventory

c) Skill Gap Analysis

d) Competency Mapping &

Assessment Centre

e) Imparting Skill

Development Programme

31st December

2015

31st December

2015

31st March 2016

31st March 2016

Continuous

process

Cross functional

8.HR Audit/ Training Audit

Audit of existing HR &

training processes

31st December

2015

External Agency

9.Knowledge Management

a) Launch Knowledge

Management Process

b) Creation of Expert

Professional Blog

c) E-Journal/e-library for

capturing and storing

knowledge

d) Workshop/Seminar/

Symposium

30th September

2015

30th September

2015

31st March 2016

3 in a year

System,

Professionals

from industry,

CMPDI

10.Crash Programme for

Shop Floor employees

For line activity

4 per year per VTC

Subsidiaries

20

11.HRD Facilitators

a) Tap the pool of retired CIL

executives/ adjoining

institute

b) Need based skill

development based on

inputs from supervisors and

individuals.

30th September

2015

Continuous

process

IICM

IICM

12.Introduction of Mentoring

and Reverse Mentoring

31st August 2015 Policy Cell, CIL

21

IICM training calendar to be

obtained and modules to be

decided/framed function wise

by CGM (HRD) (July 2015)

1. Study materials to be obtained from

IICM

2. Existing study materials with HRD

dept. to be reorganized

Resp: by CGM(HRD) {August 2015}

3. 3. 3. 3. Departmental Skill DevelopmentDepartmental Skill DevelopmentDepartmental Skill DevelopmentDepartmental Skill Development

Accordingly portal to be designed by

Systems dept.

SECL website will be used for

imparting training, with login and

password for employees

Resp: HoD (Systems) {Sept 2015}

CGM (HRD), SECL to connect with GM

(HRD), CIL to discuss existing programs at

SECL and take necessary action by seeking

clarity regarding RPL certification, yearly

target for training, procedure for

engagement of agency etc.

2. 2. 2. 2. Online Portal for Cross Functional TrainingOnline Portal for Cross Functional TrainingOnline Portal for Cross Functional TrainingOnline Portal for Cross Functional Training


Infrastructure

Development –

Welfare & Civil/W

5. 5. 5. 5. Strengthening of Strengthening of Strengthening of Strengthening of VTCs and other institutes (MDI)VTCs and other institutes (MDI)VTCs and other institutes (MDI)VTCs and other institutes (MDI)

Improvement of

faculty members –

CGM (HRD)

Survey of existing infrastructure, study

materials, staffing (by 10th August

2015) – CGM (HRD) in collaboration

with Welfare and Civil/W dept.

TRAINING & DEVELOPMENT


1.1.1.1. Revisit of Training PolicyRevisit of Training PolicyRevisit of Training PolicyRevisit of Training Policy Being taken up

by CIL

4. Revamping of IICM4. Revamping of IICM4. Revamping of IICM4. Revamping of IICM Being taken up

by CIL

22

8. HR and 8. HR and 8. HR and 8. HR and Training AuditTraining AuditTraining AuditTraining Audit

Audit of existing HR & training processes

to be taken up by TS to D(P) in

consultation with CGM (HRD) – Timeline –

Dec 2015

Identification of Critical

positions – Executives by HoD

(EE) and Non-Executives by

GM (P&A) – August 2015

Creation of Skill Inventory, Skill Gap

Analysis and Competency Mapping

-> Committee to be constituted

consisting of CGM (HRD), GM(P&A),

HoD(EE), GM(IED); Report to be

submitted by Oct 2015

6. 6. 6. 6. Development of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing statutory examinationsatutory examinationsatutory examinationsatutory examinations

Scheme framed and

implemented for 12th and

above pass employees, for

regular training at MDI

7. 7. 7. 7. Capability BuildingCapability BuildingCapability BuildingCapability Building

Assessment Centre and Skill

Development Programme –

Assessment Centre concept framed and

implemented; related trainings to be

organized phase wise

Resp: HoD (EE) in consultation with CGM

(HRD)

Scheme to be framed for

sponsoring suitable employees for

undergoing ITI courses to fill up

the vacancies as per cadre scheme

Resp: CGM(HRD) & Dy. GM(IR);

Timeline: Dec 2015

23

c)E-Journal / E-Library

Project “K- Mining” (Knowledge

Mining) framed and implemented

Booklet of best practices (K-Mining) to

be prepared – Resp: PRO – Timeline:

August 2015

Workshop on K – Mining to be

organized – Resp: HoD (EE) & TS to D(P)

by Sept 15

b)Creation of Expert Professional Blog SECL’s Blog Portal to be

introduced by August 2015 –

Resp: PRO & D(P) Sect.

d)Workshop/Seminar/Symposium

HRD portal cum E-Library to

be introduced by Oct 2015 –

Resp: CGM (HRD) and

HoD(Systems)

a)Knowledge Management Process

9. 9. 9. 9. Knowledge ManagementKnowledge ManagementKnowledge ManagementKnowledge Management

TS to D(P) & CGM (HRD) to

ensure 3 workshop/seminar

in a year

10. 10. 10. 10. Crash Program for shop floor employeesCrash Program for shop floor employeesCrash Program for shop floor employeesCrash Program for shop floor employees

Special training program for

shop floor employees framed

and implemented

24

12. 12. 12. 12. Introduction of Introduction of Introduction of Introduction of Mentoring and Reverse MentoringMentoring and Reverse MentoringMentoring and Reverse MentoringMentoring and Reverse Mentoring

Mentoring program framed in SECL

and implemented; to be revisited.

Resp: HoD (EE) in consultation with

TS to D(P); Timeline: Aug 2015

11. 11. 11. 11. HRD FacilitatorsHRD FacilitatorsHRD FacilitatorsHRD Facilitators

Tapping the pool of retired CIL

Executives / Adjoining Institute

Pool of facilitators existing; pool

to be reviewed by CGM (HRD) in

consultation with TS to D(P)

Timeline: Sept 2015

Reverse Mentoring

program to be framed

by CIL for uniform

implementation

25

Organizational Culture

Employer of Choice

“There are only three measurements that tell

you nearly everything you need to know about

your organization’s overall performance:

employee engagement, customer satisfaction,

and cash flow. It goes without saying that no

company, small or large, can win over the long

run without energized employees who believe in

the mission and understand how to achieve

it.”

– Jack Welch, former CEO of GE

26



Employer of

Choice

1.Project AAGMAN

• Welcome of new entrants with

Kits

• Introduction of the concept of

Mentor & Mentees

From the batch of

2015-16

1st October 2015

IICM, CIL

IICM & Policy

Cell

2.Effective communication channel Continuous process PR, System

Dept., CIL

3.Email ids for all executives in

their names

31st March 2016 System Dept.,

CIL

4.Ensuring/Imbibing Discipline

a) Linking of biometric attendance

with Aadhar Card

31st March 2016 Subsidiaries

5.Employee engagement

a) Quality Circle

b) Employee suggestion scheme

c) Knowledge management ( best

practice fairs)

d) Rewards & Recognition “bench

marking of all key operations

unit-wise”

31st March 2016

Subsidiaries

6.Annual HR Fest Every year CIL

7.Corporate Events Every year CIL

8.Common CIL Mementos CIL

9.Exit Interviews Need based CIL &

Subsidiaries

ORGANIZATIONAL CULTURE

27

4(a). 4(a). 4(a). 4(a). Biometric Attendance SystemBiometric Attendance SystemBiometric Attendance SystemBiometric Attendance System

2.2.2.2. Effective Communication ChannelEffective Communication ChannelEffective Communication ChannelEffective Communication Channel

3.3.3.3. EEEE----mail ids for all executivesmail ids for all executivesmail ids for all executivesmail ids for all executives

Proposal under process

Resp: HoD (Systems);

Timeline: August 2015

All HR Initiatives/project details

to be linked with SECL webpage

and Facebook page; Resp: PRO

& Systems; Timeline: August

2015

Welcome kit including

company’s brief etc. to be

prepared for new entrants (MTs)

Resp: HoD (EE); Timeline: August

2015

HR Initiatives framed and

implemented, viz. Project “Quality

Circle”, “Guru” (Employee suggestion

scheme), “K-Mining” (Knowledge

Management – Best Practices),

“Shikhar” (Rewards & Recognition)

Resp: Dy. GM (IR) in consultation with

TS to D(P)

1.1.1.1. Project AProject AProject AProject AAGMANAGMANAGMANAGMAN (Welcoming new entrants)(Welcoming new entrants)(Welcoming new entrants)(Welcoming new entrants)


5.5.5.5. Employee EEmployee EEmployee EEmployee Engagementngagementngagementngagement

Process underway; GM (P&A) to

ensure implementation by August

2015 with the help of GM (MM),

GM (Systems) and all Area GMs

Biometric system to

be linked with Aadhar

Card by Feb 2016

ORGANIZATIONAL CULTURE


28

7. 7. 7. 7. Corporate EventsCorporate EventsCorporate EventsCorporate Events

6. 6. 6. 6. Annual HR FestAnnual HR FestAnnual HR FestAnnual HR Fest

GM (P&A) to prepare annual

activity plan and ensure

implementation in consultation

with PRO

Timeline: As on scheduled date

9. 9. 9. 9. Exit InterviewsExit InterviewsExit InterviewsExit Interviews

Counselling with D (P) &

HoD(EE) in case of resignation

by executives;

Format of exit interview to be

prepared; Resp: HoD (EE) -


Annual workshop on current HR

issues and current practices

Resp: TS to D(P) in consultation

with CGM(HRD)

Timeline: Every year (by Dec)

8. Common CIL mementos8. Common CIL mementos8. Common CIL mementos8. Common CIL mementos Being taken up by

CIL

29

Corporate Branding

Empowering Nation

“Your brand is what other people say about you when you are not in the room.” – Jeff Bezos

30

CORPORATE BRANDING



Empowering the

Nation

1. Revisit of Corporate

Communication Policy

30th September 2015 CIL

2. Participation in Employer

Branding Survey

3. Corporate Memento for

CIL & all subsidiaries

Once in two years

1st November 2015

CIL

4. Live case study

competitions for premier

institutes

Periodically CIL

5. Policy for structured

Internship Programs with

proper selection process

30th September 2015 CIL

31

IT Initiatives

Leveraging e-HR

“Any sufficiently advanced technology is indistinguishable from magic.”

– Arthur C Clarke

32

IT INITIATIVES



e- HR Digitalization

1. Centralized HRIS (Non-

Executives)

2. Centralized HRIS

(Executives)

3. Linking of personal files with

HRIS

4. Digitalization of CR Cell for

non-executive

5. Implementation of ERP (HR)

6. Bio metric attendance through

Aadhar

7. Knowledge portal

8. SMS alerts

9. Common portal across

subsidiaries

10. Centralized file tracking

system across subsidiaries

11. Coal Cloud computing for

recruitment

12. Separate database for contract

labour

31st August 2016

31st March 2016

31st December

2015

31st March 2016

31st March 2018

31st March 2016

31st March 2016

31st Dec 2015

31st March 2016

31st March 2016

31st March 2016

31st July 2016

Cross

Functional

33

HoD (Systems) to ensure system

development and GM (P&A) to

ensure database implementation

Timeline: Jan 2016

3. 3. 3. 3. Linking of personal files Linking of personal files Linking of personal files Linking of personal files

with HRISwith HRISwith HRISwith HRIS

Resp: APM, Unit Personnel

Incharge, Area Systems

Incharge to ensure under

central monitoring of GM GM GM GM

(P&A) & HoD (Systems)(P&A) & HoD (Systems)(P&A) & HoD (Systems)(P&A) & HoD (Systems)

4. 4. 4. 4. Digitalization of CR cell Digitalization of CR cell Digitalization of CR cell Digitalization of CR cell

for nonfor nonfor nonfor non----executivesexecutivesexecutivesexecutives

1.1.1.1. Centralized HRIS for NonCentralized HRIS for NonCentralized HRIS for NonCentralized HRIS for Non----ExecutivesExecutivesExecutivesExecutives

10. 10. 10. 10. Centralized File Tracking SystemCentralized File Tracking SystemCentralized File Tracking SystemCentralized File Tracking System

HoD (Systems) in consultation with

GM (P&A) to discuss with CIL to

obtain unique series of employee no.

to ensure non-duplication w.r.t. other

subsidiaries



Portal for Human Resource

Information system for Non-

Executives

Resp: HoD (Systems)

Timeline: Oct 2015

HoD (Systems) to issue

implementation instructions

for all concerned HoDs

Timeline: Sept 2015

Establishment of Non-Executive CR cell

at area level - Infrastructure, staffing,

development of modules/CR forms

Resp: GM (P&A), Area GMs, APMs, HoD

(Systems)

IT INITIATIVES

2. Centralized HRIS for 2. Centralized HRIS for 2. Centralized HRIS for 2. Centralized HRIS for ExecutivesExecutivesExecutivesExecutives Being taken

up by CIL 5555.... Implementation of ERP (HR)Implementation of ERP (HR)Implementation of ERP (HR)Implementation of ERP (HR)

34

SMS Alerts for important company

events and internal branding;

Resp: PRO

Alerts also to be linked with HRIS

Resp: HoD (Systems) & HoD (E&T)

Timeline: Dec 2015

12. 12. 12. 12. Separate database for contract labourSeparate database for contract labourSeparate database for contract labourSeparate database for contract labour

8. 8. 8. 8. SMS AlertsSMS AlertsSMS AlertsSMS Alerts

9. Common portal across subsidiaries9. Common portal across subsidiaries9. Common portal across subsidiaries9. Common portal across subsidiaries

11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment

Resp: All Area GMs, APMs, Area

Systems Incharge, to ensure

database development, under

central monitoring of GM (P&A)

and HoD (Systems)

Timeline: March 2016

Development of Contract labour cell

- Infrastructure, staffing, creation of

database

Resp: GM (P&A), Dy. GM (IR), Area

GMs, APMs

Timeline: Oct 2015

6. Biometric 6. Biometric 6. Biometric 6. Biometric attendance through Aadharattendance through Aadharattendance through Aadharattendance through Aadhar

7777. . . . Knowledge PortalKnowledge PortalKnowledge PortalKnowledge Portal

Being taken

up by CIL

Covered under the

parameter

“Organizational Culture”

Covered under the

parameter

“Training & Development”

35

Delegation of Power

Empowering Functionaries

“If you delegate tasks, you create followers. If you

delegate authority, you create leaders.” – Craig Groeschel

36

DELEGATION OF POWER



Empowering

Functionaries

Delegation of Power

1. Identification of

functionaries and nature

of powers to be

delegated

2. Amendment and

delegation of powers

31st August 2015

CIL

37

Corporate Social

Responsibility

Inclusive Growth

“Whenever you are in doubt, recall the face of the poorest and the

weakest man whom you may have seen and ask yourself if the step you

contemplate is going to be of any use to him? Will he gain anything by

it? Will it restore him to control over his own life and destiny? That test

alone can make our plans and programmes meaningful.”

- Mahatma Gandhi

38

CORPORATE SOCIAL RESPONSIBILTY



Inclusive Growth

1. Need Assessment for new

projects:

• Forming of groups

• Survey

• Compilation of records

• Submission of Reports

2. Projectization of activities

• Project Execution

Skill Development

Water Resource Management

Development of Backward

District

3.Impact Assessment

30th September 2015

31st December 2015

29th February 2016

1st March 2016 onwards

75,000 persons -1st year

100000 persons – 2nd

year

Continuous process

By 2017-18

3 months after

completion of each

project

HRD, NSDC

Area GMs,

Civil,

Environment

Area GMs,

Civil

Independent

agency

39

1.Need Assessment for new projects1.Need Assessment for new projects1.Need Assessment for new projects1.Need Assessment for new projects

Forming of groupsForming of groupsForming of groupsForming of groups

o Identification of group of villages

� As per action plan of 1BTA target (expansion of project,

new/upcoming projects, existing projects) [Interface: CSR,

L&R, P&P, AGMs]

� Prioritization of this identified group of villages [Interface:

CSR, P&P, AGMs]

o Identification of indicators for survey

Timeline: 15Timeline: 15Timeline: 15Timeline: 15thththth AugAugAugAug 2015201520152015

SurveySurveySurveySurvey

o Identification/Selection of external agency for survey

[Interface: CSR, Civil; Timeline: Oct 2015Timeline: Oct 2015Timeline: Oct 2015Timeline: Oct 2015]

o Physical survey, Compilation of records, Submission of

Reports [Interface: External Agency; Timeline: Feb Timeline: Feb Timeline: Feb Timeline: Feb

2016201620162016]



CORPORATE SOCIAL RESPONSIBILTY

40

2. 2. 2. 2. Projectization of ActivitiesProjectization of ActivitiesProjectization of ActivitiesProjectization of Activities

Project PlanningProject PlanningProject PlanningProject Planning

o Identification of projects as per report

o Prioritization of projects

The prioritization of projects will be done along two

different models of development:

1) CSR project for particular parameter like water

resource management or infrastructure etc. for

entire group of villages

2) Developing Model villages (all parameters for a

particular village to be developed)

Timeline: March 2016Timeline: March 2016Timeline: March 2016Timeline: March 2016

• Approval of projects as per CSR policy [Timeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwards;

Interface: CSR]

• Execution of projects [Timeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwards; Interface: CSR,

Civil, External Agency], including:

o Skill Development [75,000 persons -1st year, 1,00,000 persons –

2nd year; Interface: HRD, NSDC]

o Water Resource Management (Mine water for drinking and

irrigation etc.) [Interface: Area GMs, Civil, Environment]

o Development of Backward District (Each subsidiary will prioritize

the CSR activities for their selected district) [Timeline: By 2017-18;

Interface: Area GMs, Civil]

41

3. Impact Assessment3. Impact Assessment3. Impact Assessment3. Impact Assessment

To be done 3 months after completion of

each project

[Interface: Independent external Agency

(other than the agency doing survey)]

42

Welfare

Enriching the Quality of Life

“Welfare’s purpose should be to eliminate, as far

as possible, the need for its own existence.” –Ronald Reagan

43

WELFARE



Enriching the quality of

life

Living Standards

1. Developing Model

Colonies

March 2017

Civil, Welfare,

E&M, AGMs

Health

2. Model Dispensaries &

Hospitals with critical

care Ambulances

March 2018

CMS, Welfare,

Civil, CMC,

Finance, AGMs

Education

3. Model Schools with

smart classes

March 2017

Welfare, Civil,

Finance, AGMs

4. Model Office March 2017 Civil, E&M,

Personnel &

Admin, Finance,

E&T, Systems,

AGMs

5. Model Canteen March 2017 Welfare, Civil,

AGMs

6. Model Rest Shelters &

Crèches

(As per statutory guidelines)

March 2017 Civil, AGMs

7. Model Executive

Hostels & Guest Houses

March 2018 Welfare, Civil,

AGMs

Promoting talent in

Sports & Culture

8. 1 Model Stadium/Gym

in each Subsidiary as

per CIL’s Sports

Promotion Policy

9. Development of 2 Sports

events by each

Subsidiary for Academy

10. National level

Sportsman as Brand

Ambassador for CIL

11. Identification and

Development of In-

house Cultural Talent

March 2018

March 2017

March 2016

March 2016

Civil, Welfare

Civil, Welfare

PR (CIL)

Welfare,

Personnel &

Admin

44

WELFARE

GM (Welfare) in consultation with GM (Civil/W) to finalize the

welfare activities (with special focus on decent housing and

sanitation) and all the above parameters as per the roadmap

considering the broad sub-parameters mentioned in subsequent

pages, along with budget involved for the coming years with

consent of Company Welfare Board members

(Timeline: July 2015).

8.8.8.8. Model Stadium/GymModel Stadium/GymModel Stadium/GymModel Stadium/Gym

o Identification of existing stadium for

development into state of art facility

o Planning for infrastructure and facilities

o NIT and work award

9.9.9.9. Development of 2 Sports events for AcademyDevelopment of 2 Sports events for AcademyDevelopment of 2 Sports events for AcademyDevelopment of 2 Sports events for Academy

o Basis the identified sports for development of

academy, identification of Area and Land

o Planning for infrastructure and facilities

(involvement of professional players in Coal

India for inputs)

o NIT and work award



Promoting Talent in Sports and CulturePromoting Talent in Sports and CulturePromoting Talent in Sports and CulturePromoting Talent in Sports and Culture

45

Sub-parameters

1. Developing Model Colonies

• One entrance gate

• Wide entrance road and proper link road

• Boundary wall

• Security check post at entrance gate and deployment of security personnel

• CCTV camera at entrance

• Under-ground sewerage system /Improvement of present sewerage system

• LED street lights installation with under-ground external /internal electrification

• Renovation of quarters to convert them to Decent Housing standards

• New quarters/projects to be on multi-storied pattern with new technology

• Garden (with Jogging Track and Fountains)

• Shopping complex

• Mangal Bhawan

• Officers’ club with gym and other facilities

• Workers’ club with gym and other facilities

• Clean Drinking Water (Water treatment plant)

• Bio waste management/Garbage disposal system (through outside agencies)

• Underground covered drains

o Hiring experts/trainers to train employees in

different areas of art and music (theatre, drama,

musical instruments, singing, dancing etc.)

o Musical rooms (having Keyboard/Synthesizer,

Electric Guitar, Tabla etc.) along with 2-3 housing

setups for accommodation of trainers

Enriching the Enriching the Enriching the Enriching the quality of lifequality of lifequality of lifequality of life

11.11.11.11. Identification and Development of InIdentification and Development of InIdentification and Development of InIdentification and Development of In----house Cultural house Cultural house Cultural house Cultural

Talent Talent Talent Talent

46

2. Health - Model Dispensaries & Hospitals with critical care ambulances

• Model Hospitals

� Model regional Hospital in each area and well equipped Central Hospitals in Burhar,

Manendragarh and Gevra

� Rainbasera (for stay of attendants of patients near all hospitals)

� Ambulances with BLS (Basic Life Support) system

� Dialysis Unit (in all Central hospitals)

� Blood Banks (in all hospitals)

� Air Conditioning of wards, labs and other places of hospitals

� MRI Machine (in CHM, Hasdeo)

� CT Scan (in all hospitals)

� Video Endoscope (in all hospitals)

� Laparoscope (for development of minimal access surgeries) {in all hospitals}

� ICU and Ventilator (in all hospitals)

� NICU (for intensive neo natal care) {in Central Hospitals}

� Modular Operation Theater (in all hospitals)

� Digital X-Ray (in all hospitals)

� IME/PME Up gradation (all centres)

� Modular Kitchen (in all hospitals)

� Hospital Management System (e-data), Telemedicine (in all hospitals)

� Advanced technology washing machines (in all hospitals)

� Air conditioned medical store/pharmacy (in all hospitals)

• Model Dispensaries

� Investigation facilities (Blood sugar, Urine& routine checkup)

� Ambulance with BLS (Basic Life Support) system in each colliery

� Two emergency beds with oxygen support

� Nebulizer

� Staffing: 2 Doctors, 2 Nurses, 2 Ayas, 1 Pharmacist, 1 Dresser, 1 Clerk

3. Education – Model Schools with smart classes

• Model schools

� Modern Toilets (Boys’ and Girls’ separate )

� Science Laboratory (Physics, Chemistry and Biology)

� E-Library and Reading Center

� Computer Lab with Wi-Fi facility

� AC Canteen/Cafeteria (with modular kitchen)

� E-Learning/smart classes

� Audio Visual Center/Media Center

47

� Playground and sports facilities (both indoor and outdoor)

� Comfort rooms

� Teacher-student ratio (as per CBSE guidelines)

4. Model Office

• Office Automation

o LAN Connectivity

o Desk-phone with intercom facility

o Photocopier/Scan machine

o Fax machine

o Wi-Fi zone

• Seating

o Cubicle system for seating (with white board and green board) for employees below

HoD level.

o Glass Chambers for HoDs and above

• Meeting/Conference room (with projector, video conferencing)

• Well-equipped and clean washrooms/restroom

• Biometric based attendance system and access control system (linking with Aadhar card)

• Smoke Detectors

• Upgraded security features with CCTV

• Pantry with Tea, Coffee, Cold-drink vending machine, RO water setup and Microwave oven

5. Model Canteen

• Air-conditioned

• Upgraded Furniture fittings

• Modular Kitchen

• Deep Freezer

• Automatic Cleaning System

• Proper Staffing

• Cold-drink vending machine, RO water setup and Microwave oven

• TV and Music system

6. Model Rest Shelters & Crèches

As per statutory guidelines

48

7. Model Executive Hostels & Guest Houses

• Clean Drinking Water with RO facility

• Wi-Fi facility

• AC in all rooms

• TV in each room with DTH

• Proper furniture fittings

• Air-conditioned mess with modular kitchen

• Electricity backup

• Intercom facility

• Guest/Receiving Room (Reception Counter)

• Common Room (with indoor games viz., Table Tennis, Pool, Carrom, Chess etc. and

Magazines/Newspaper stand)

49

Legal

Litigation free CIL

“The world will not be destroyed by those who do evil, but by those who watch them without doing anything.” – Albert Einstein

50

LEGAL



Litigation free

CIL

1. Reviewing court cases for

out of court settlement

2. Developing a mechanism

for dealing with cases

involving PSUs

3. Revising the policy of

empanelment of Advocates

4. Performance monitoring

system of advocates

5. Policy on Appeal

31st December 2015

30th September 2015

30th September 2015

30th September 2015

30th September 2015

CIL Cross

functional

departments

51

1. 1. 1. 1. Reviewing court cases for Reviewing court cases for Reviewing court cases for Reviewing court cases for

out of court settlementout of court settlementout of court settlementout of court settlement

Committee to shortlist cases by Aug

2015 and submit the report duly

recommended by Area GM to the HQ

committee comprising of GM (P&A),

Legal, Fin and concerned Technical

dept.

HQ committee to seek

clarification from Area

committee and review the

report (by 15th Oct 2015)

Finalization of proposal and

competent approval for

necessary action by Dec

2015

2.2.2.2. Developing mechanism for Developing mechanism for Developing mechanism for Developing mechanism for

cases involving PSUscases involving PSUscases involving PSUscases involving PSUs

To have conciliation/mediation

session with PSU representative

and consequently adhere to the

PMA policy of the ministry

Formation of 2-tier committee -

1st level at Area with committee

members comprising of APM,

Member of Technical dept. and

Finance

LEGAL



52

3.3.3.3. Revising policy of Revising policy of Revising policy of Revising policy of

empanelment of advocatesempanelment of advocatesempanelment of advocatesempanelment of advocates

4.4.4.4. Performance monitoring system Performance monitoring system Performance monitoring system Performance monitoring system

of advocatesof advocatesof advocatesof advocates

Policy relating to empanelment of

advocates to be framed in terms

of experience, years of practice

of advocates etc. by Sept 2015;

Resp: HoD (Legal) in consultation

with GM (P&A)

5.5.5.5. Policy on AppealPolicy on AppealPolicy on AppealPolicy on Appeal

Policy to be framed based on category of cases:

1) Appeal against CGIT awards: By committee comprising of GM(P&A) & Legal dept.

2) Appeal in Arbitration matters: Committee to decide for either payment or

appeal; comprising of GM (P&A), Legal, Finance and concerned Technical dept.

3) Appeal before Apex court: Committee comprising of GM(P&A), Legal, Finance

and concerned Technical dept. to decide

Timeline: Sept 2015; Resp: HoD (Legal) in consultation with GM(P&A) and

GM(Finance)

Policy to be framed based on no.

of cases allotted, types of cases

given, gravity involved in the

matter and merit of the case vs.

success ratio of the advocate by

Sept 2015; Resp: HoD (Legal) in

consultation with GM(P&A)

53

Security

Protecting Company's Resources

“Every battle is won BEFORE it is fought.”

–Sun Tzu

54

SECURITY



Protecting

company’s

resources

1.Revising module of security

training system

2.Developing SOP for

security management

30th Sept 2015

31st Aug 2015

CIL Cross

functional

departments

55

2.2.2.2. Developing SOP for Security Developing SOP for Security Developing SOP for Security Developing SOP for Security

ManagementManagementManagementManagement

Resp: HoD (Security)


Being taken up by CIL

SECURITY



1.1.1.1. Revising module of security training Revising module of security training Revising module of security training Revising module of security training

systemsystemsystemsystem

56

“A MINI-RATNA COMPANY”

(A SUBSIDIARY OF COAL INDIA LIMITED)

----------------------------------------------------------------------------------------

REGD. OFFICE

SECL HQ, SEEPAT ROAD, PO BOX NO. 60

BILASPUR, CHHATTISGARH - 495 006

secl hr vision 2020-document-draft16

Documents