ACKNOWLEDGEMENT

I am extremely thankful & indebted to the numerous BHEL

executives and managerial staff who provided vital information about
the functioning of their respective departments thus helping me to gain
an over all idea about the working of organization. I am highly thankful
for the support & guidance of each of them.

I am extremely thankful to DR. Santosh Kr. Mishra (Manager-

HRD) for providing me the opportunity to undergo this training and to
work on my project. I also express my thanks to all the members of
HRD for their help & cooperation.

I am highly indebted and thankful to my project guide, Mr. S.C.

Shukla (Welfare Officer) for giving me his valuable time and helping
me to grasp the concepts of industrial relation.

Last but not the least, I would like to thank my parents & all my
fellow trainees who have been a constant source of encouragement &
inspiration during my studies & have always provided me support in
every walk of life.
 PREFACE

The summer training is an integral part of the MBA course.

As a matter of fact every management students, has to undergo

practical training in an approved business or organization, under the
guidance of professional managers, as to become aware of the real life,
business situation and the environment.

During the course of training, the trainees are expected to use and
apply there academic knowledge and again valuable insight into
corporate cultures with all its environment operational complexity the
said training offers, a valuable of the trainings to meet their academic
knowledge with the real world situation.

I undertook my training in BHEL (Jhansi unit), which is one of the

“NAVRATANS” of India. ISO-9001, ISO-14001 and OHSAS-18001
Company. During the training period as a project trainee, I visited
various departments of the organization and did empirical analysis of
their inter-relationship. After the analytical study reticulated sections of
the organization emphasized towards affair concerning HRD.
 DECLARATION

This project work has been conducted for partial fulfilment of the
degree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in
DR. BHIM RAO AMBEDKAR UNIVERSITY, (SETH PADAM
CHAND JAIN INSTITUTE OF COMMERCE BUSINESS
MANAGEMENT & ECONOMICS), AGRA.

This is my original work, which is completed with the help of

managing staff of the BHARAT HEAVY ELECTRICALS
LIMITED (B.H.E.L.), JHANSI.

MANISHA SHAKYWAR
 OBJECTIVES OF TRAINING

The objective of training is to bridge the gap between existing

performance ability and desired performance, which can be achieved to

the following stages:

1. To impart new entrants the basic knowledge & skill required for
efficient performance of definite tasks.

2. To assist employees & workers to function more effectively in their

present positions by exposing them to latest concepts.

3. To improve health & safety of personal.

 SYNOPSIS
• PREFACE
• ACKNOWLEDGMENT
• DECLARATION
• OBJECTIVE OF TRAINING

Introduction
• Objective of the Study
• Scope of the Study
• Research Methodology
• Limitation of Study
COMPANY PROFILE
• A Brief Introduction
• Growth of Production & Milestone
ROTATION REPORT
INDUSTRIAL RELATION
(A Theoretical Approach)
INDUSTRIAL RELATION
(In BHEL, Jhansi)
FACTORIES ACT
Findings & Analysis
(Graphical & Tabulate Presentation)
Conclusion & Suggestion
Annexure (Questionnaire)
Bibliography

INTRODUCTION
1.OBJECTIVE OF THE STUDY
2.SCOPE OF THE STUDY
3.RESEARCH METHODOLOGY
4. LIMITATION OF STUDY
 OBJECTIVE OF THE STUDY
The main objective of the project “INDUSTRIAL RELATIONSHIP”
in B.H.E.L. Jhansi is to know the philosophy of trade unionism in
B.H.E.L. which maintains sound and spontaneous relationship
between management and workers. It also designed to:-

1. To know how they provide mechanism to safeguard interest of

the workers.
2. To know whether any kind of training programmes organized by the
trade unions for workers development.
3. To know that what extent they are aware of factories act and labour
laws.
4. To know about militant/negative activities of the trade union.
5. To know about the political effect on the trade union.
6. To know good or bad effect of more number of trade union in B.H.E.L.
7. To know the role of the trade union in the organization.
8. To know how management deal with the trade union.
 SCOPE OF THE STUDY

Scope of the study to cover all the aspect of the TRADE

UNIONS and the MANAGEMENT in BHARAT HEAVY
ELECTRICALS LIMITED (B.H.E.L.) situated in JHANSI and by
the process by which both of them maintain good INDUSTRIAL
RELATION.
 RESEARCH METHODOOGY

Meaning and objective:

Research simply means a search for fact- answer to question and

solution to problem. It is purposive investigation, it is an organised
inquiry. It seeks to find explanation to unexplained phenomenon to
clarify the doubtful fact and to correct the misconceived fact.
The objective of my research is to know about
the INDUSTRIAL RELATION in any particular organisation and how
they are helpful for the workers and management. The reason for
choosing BHEL is very simple BHEL is successful pubic sector
undertaking (psu) which employed large workers and have many trade
unions (7 in case of BHEL JHS).

PRIMARY AND SECONDARY DATA:

A methodology is the way of approaching
the problem in order to find out truth involved in a problem.

SIZE OF SAMPLE:
Sample size for the survey was units of units in
which are workers, management and trade unions. The sample
represented the whole of workers, management and trade union, which
are selected through “Random Sampling Method” on the basis of data
collected, and conclusions are drawn.

SURVEY WORK:
The information regarding the functioning of trade
unions is obtained from almost every department of organisation on I
DATA SOURCES:
Data is collected in three ways:-
1. Interview and Discussion
2. Observation.
3. Questionnaires

INTERVIEWS AND DISCUSSION:

Unstructured interview was conducted with HR officer.
During the interview question were asked about trade unions and
discussion were made regarding the effective implementation in
BHEL. At the time of filling questionnaire some question were also
asked respondent to obtain insight about the organisation.

OBSERVATION:
Second step for collecting data is observation. At the time of
field survey, observation were made at there natural setting, employees
were being observed therefore, observation were under taking in every
realistic conditions.

QUESTIONNAIRE:
The third steps for collecting the data are structured
questionnaire consist of a set of question presented to a respondent for
his response.
A structured questionnaire is one were the listing of
question was in a pre-arranged order and were the object of inquiry
was revealed to the respondent.
The form of question was used in questionnaire such as
ended question dichotomous question. The present work is based on
the open-ended question.

DATA PROCESSING:
In the last step, collected data have been presented in the
form of table, which has been analysed subsequently below the table.
This analysis finally helped in drawing conclusion and making
suggestion.
 LIMITATION OF THE STUDY

Completion of a project work is not a simple task. Many problems

came into existence with passes of time. I had also faced many
problems in my project work because my project was based on the
survey work by distributing questionnaire.

As the methodology adopted by me was a survey

work through questionnaire, many respondents were unable to fill
questionnaire within the time, because of their busy schedule. This
causes lots of inconviences in getting filled questionnaire at the right
time. Organisation is established in a large area and going from one
department to another takes lots of time.

1. The time was the major limiting factor.

2. Some workers and officers were hesitating to give the information.
3. Random sampling method, on the basis of data is collected did not
provide the correct insight of the organisation in some extent.
4. The answers received from the respondent sometimes were unable
to meet the enumerated expectation.
 AN OVERVIEW OF BHEL

BHEL is the largest engineering and manufacturing enterprise in

India in the energy/infrastructure sector today. BHEL was established
more than 40 years ago when its first plant was set up in Bhopal
ushering in the indigenous Heavy Electrical Equipment industry in
India, a dream that has been more than realized with a well-recognized
track record of performance. It has been earning profits continuously
since 1971-72 and achieved a sales turnover of Rs.7286.6 crores with a
profit before tax of Rs. 662.8 crores in 2001-2002.

BHEL caters to core sectors of the Indian Economy viz., Power

Generation & transmission, Industry, Transportation,
Telecommunication, Renewable Energy, Defence, etc. The wide
network of BHEL’s 14 manufacturing divisions, four Power Sector
regional centers, over 100 project sites, eight service centers and 18
regional offices, enables the company to promptly serve its customers
and provide them with suitable products, systems and services-
efficiently and at competitive prices. BHEL has already attained ISO
9000 certification for quality management and ISO 14001 certification
for environment management.
POWER GENERATION
Power generation sector comprises thermal, gas, hydro, and nuclear
power plant business. As on 31.3.2002,BHEL supplied sets account for
nearly 67,232 MW or 64 % of the total installed capacity of 1,04,917
MW in the country, as against Nil till 1969-70.

TRANSMISSION AND DISTRIBUTION (T&D)

BHEL offers wide-ranging products and systems for T&D applications.
Products manufactured include: power transformers, instrument
transformers, dry type transformers, series &shunt reactors, capacitor
banks, vacuum &SF6 circuit breakers, gas-insulated switchgears and
insulators.

INDUSTRIES
BHEL is a major contributor of equipment and systems to industries,
cement, sugar, fertilizer, refineries, petrochemicals, paper, oil and gas,
metallurgical and other process industries. The range of systems &
equipment supplied includes: captive power plants, co-generation
plants, DG power plants, industrial steam turbines, industrial boilers
and auxiliaries, waste heat recovery boilers, gas turbines, heat
exchangers and pressure vessels, centrifugal compressors, electrical
machines, pumps, valves, seamless steel tubes, electrostatic
precipitators, fabric filters, reactors, fluidized bed combustion boilers,
chemical recovery boilers and process controls.
TRANSPORTATION
BHEL is involved in the development, design, engineering, marketing,
production, installation, and maintenance and after-sales service of
rolling stock and traction propulsions systems. BHEL manufactures
electric locomotives up to 5000 HP, diesel electric locomotives from
350 HP to 3100 HP, both for mainline and shunting duty applications.
It also produces rolling stock for special applications viz. overhead
equipment cars, special well wagons, and Rail-cum road vehicle.

TELECOMMUNICATION
BHEL also caters to Telecommunication Sector by way of small,
medium and large switching systems.

RENEWABLE ENERGY
Technologies that can be offered by BHEL for exploiting non-
conventional and renewable sources of energy include: wind electric
generators, solar photovoltaic systems, solar heating systems, solar
lanterns and battery-powered road vehicles.

OIL AND GAS

BHEL’s products range includes Deep Drilling Oil Rigs, Mobile Rigs,
Work Over Rigs, Well Heads and X-Mas Trees, Choke and Kill
Manifolds, Full Bore Gate Valves, Mudline Suspension System, Casing
Support system Sub-Sea Well Heads, Block valves, Seamless pipes,
Motors, Compressor, Heat Exchangers etc.

INTERNATIONAL OPERATIONS
BHEL is one of the largest exporters of engineering products &
services from India, ranking among the major power plant equipment
suppliers in the world.

VISION, MISSION AND VALUES OF BHEL

VISION
A World-Class Engineering Enterprise Committed to Enhancing
Stakeholder Value.

MISSION
To be an Indian Multinational Engineering Enterprise providing Total
Business Solutions through Quality Products, Systems and Services in
the fields of Energy, Industry, Transportation, Infrastructure and other
potential areas.
VALUES

 Zeal to Excel and Zest for Change.

 Integrity and Fairness in all Matters.
 Respect for Dignity and Potential of Individuals.
 Strict Adherence to Commitments.
 Ensure Speed of Response.
 Foster Learning, Creativity and Teamwork.
 Loyalty and Pride in the Company

HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT.

BHEL, as an integral part of business performance and in its endeavor
to becoming a world class organization and sharing the growth
global concern on issues related to Environment, Occupational Health
and Safety, is committed to protecting Environment in and around its
own establishment, and providing safe and healthy working
environment to all its employees.
For fulfilling these obligations, Corporate Policies have been
formulated as:

ENVIRONMENTAL POLICY
• Compliance with applicable Environmental
Legislation/Regulation;
 • Continual Improvement in Environment Management Systems to
protect our natural environment and control pollution;
• Promotion of activities for conservation of resources by
Environmental Management.
• Enhancement of Environmental awareness amongst employees,
customers and suppliers.

OCCUPATIONAL HEALTH AND SAFETY POLICY

• Compliance with applicable Legislation and Regulations.
• Setting objectives and targets to eliminate/control/minimize risks
due to Occupational and Safety Hazards.
• Appropriate structured training of employees on Occupational
Health and Safety (OH&S) aspects.
• Formulation and maintenance of OH&S Management
programmes for continual improvement;
• Periodic review of OH&S Management System to ensure its
continuing suitability, adequacy and effectiveness;
• Communication of OH&S Policy to all employees and interested
parties.

FIRST GENERATION UNITS

Bhopal : Heavy Electrical Plant.
Haridwar : Heavy Electrical Equipment Plant.
Hyderabad : Heavy Electrical Power Equipment Plant.

SECOND GENERATION UNITS

Tiruchy : High Pressure Boiler Plant.
Jhansi : Transformer and Locomotive Plant.
Haridwar : Central Foundry and Forge Plant.
Tiruchy : Seamless Steel Tube Plant.

UNITS THROUGH ACQUISTION & MERGER

Bangalore : Electronics Division
Electro Porcelain Division.

NEW MANUFACTURING UNITS

Ranipet : Boiler Auxiliaries Plant.
Jagdish : Insulator Plant.
Govindwal : Industrial Valve Plant.
Rudrapur : Component and Fabrication Plant.
Bangalore : Energy Systems Division
BHEL is growing concern to meet the changing needs of the nation has
taken it beyond power into the total gamut of energy, industry and
transportation BHEL is able to offer a service in each of this fields. It’s
manufacturing capability is supported by a corporate R&D division at
Hyderabad works closely with the research and development cells at
various units and Welding Research Institute at Tiruchnapalli.
ACTIVITY PROFILE OF BHEL

1. POWER SECTOR PROJECTS

• Thermal sets and Auxiliaries.
• Steam generators and Auxiliaries.
• Industrial fans.
• Electrostatic precipitators.
• Air pre heaters.
• Nuclear power equipments.
• Hydro sets and Auxiliaries.
• Motors.
• Transformers.
• Rectifiers.
• Pumps.
• Heat Exchangers.
• Capacitors.
• Porcelain/Ceramics insulators.
• Seamless steel tubes.
• Casting and forging.

2. SYSTEMS/SERVICES

• Turnkey power station.

• Data acquisition Systems.
 • Power systems.
• HVDC Commissioning systems.
• Modernization and Rehabilitation.

3. TRASPORTATION SECTOR

• Diesel Electric generators.

• AC/DC locomotives.
• DC locomotives and loco shunters.
• Traction system for railways.
• Electric trolley buses.

4. INDUSTRY SECTOR

• Boilers.
• Valves.
• T.G. sets.
• Power devices.
• Solar Cells.
• Photo Voltaic cells.
• Gas Turbines.
• Compressors.
• Drive Turbines.
• Oil rigs.
• Blow out preventers.
 • Wind mills.
• Control systems for electric devices.

BHARAT HEAVY ELECTRICALS

LIMITED, JHANSI (UNIT)

A Brief Introduction

By the end of 5th five-year plan, it was envisaged by the

planning commission that the demand for power transformer would
rise in the coming years. Anticipating the country’s requirement BHEL
decided to set up a new plant, which would manufacture power and
other types of transformers in addition to the capacity available in
BHEL Bhopal. The Bhopal plant was engaged in manufacturing
transformers of large ratings and Jhansi unit would concentrate on
power transformer upto 50 KVA, 132 KV class and other transformers
like Instrument Transformer s, Traction transformers for railway etc.

This unit of Jhansi was established around 14 km from the city on the
N.H. No 26 on Jhansi Lalitpur road. It is called second-generation plant
of BHEL set up in 1974 at an estimated cost of Rs 16.22 crores
inclusive of Rs 2.1 crores for township. Its foundation was laid by late
Mrs. Indira Gandhi the prime minister on 9th Jan. 1974. The
commercial production of the unit began in 1976-77 with an output of
Rs 53 lacs since then there has been no looking back for BHEL Jhansi.

The plant of BHEL is equipped with most modern manufacturing

processing and testing facilities for the manufacture of power, special
transformer and instrument transformer, Diesel shunting locomotives
and AC/DC locomotives. The layout of the plant is well streamlined to
enable smooth material flow from the raw material stages to the
finished goods. All the feeder bays have been laid perpendicular to the
main assembly bay and in each feeder bay raw material smoothly gets
converted to sub assemblies, which after inspection are sent to main
assembly bay.

The raw material that are produced for manufacture are used only after
thorough material testing in the testing lab and with strict quality
checks at various stages of productions. This unit of BHEL is basically
engaged in the production and manufacturing of various types of
transformers and capacities with the growing competition in the
transformer section, in 1985-86 it under took the re-powering of DESL,
but it took the complete year for the manufacturing to begin. In 1987-
88, BHEL has progressed a step further in under taking the production
of AC locomotives, and subsequently it manufacturing ACD/DC
locomotives also.
SECTIONS OF BHEL JHANSI UNIT
BHEL has many departments, while production and administrative
departments are separate.
Broadly speaking BHEL has two-production categories-

1. Transformer section.
2. Loco section.

THE PRODUCT PROFILE OF BHEL JHANSI UNIT

PRODUCTS RATINGS
1. Power transformer up to 220 KV class 250 MVA.
2. Special transformer up to 132 KV.
3. ESP transformer 100 KV, 1400 MA.
4. Freight Loco transformer 3900 to 5400 KVA & 7475 .
KVA for 3 phase.
5. ACEMU transformer up to 1000KVA 2(1-phase)
1385kVA (3 phase).
6. Bus-Duct transformer up to 5000 KVA.
7. Instrument transformer VT & CT up to 220 KV class.
8. Diesel electric locomotives up to 2600 HP.
9. AC/DC locomotives 5000 HP.
10. Over Head Equipment cum Test Car
11. Well wagon 200 tone.
 GROWTH OF PRODUCTION AND
MILESTONES

Year Output (Rs. Crores) Milestones

1976-77 0.53 Start of Instrument Transformer

1977-78 3.49 Start of Traction Transformer and
power transformer (up to 132 KV)
1978-79 7.56 Start of HFTT type freight Loco
transformer.
1979-80 7.02 commissioning of 2,500 KV DG Set
(due to server Power Cuts)
1980-81 15.74 Start of ESP Transformer
1981-82 19.78 Start of 220 KV Power
Transformers
1982-83 28.54 Achieved Break Even
1983-84 37.42 Start of Bus-duct
1984-85 38.61 Start of dry Type Transformer
1985-86 43.67 Re-powering of Diesel Loco
Started
1986-87 51.87 Start of new Diesel Loco
Manufacturing
1987-88 65.29 Manufacturing facilities for AC
Loco
1988-89 109.41 Crossed 100 crores target
1990-91 128.10 Successful design and manufacturing
of 450 HP 3 Axel Diesel CCI
1991-92 155.82 Manufacturing of first 2600 HP
DESL for NTPC
1992-93 215.61 Successful designs and development
of 5000 HP
Thirstier Control Locomotive
1993-94 215.00 240 MVA power transformer
produced first time
1994-95 225.05 Unit has been awarded ISO 9001
certificate for quality
1995-96 238 AC/DC locomotive first time in India
1996-97 328.43 100 Th loco manufactured
1997-98 435.6 250 mva transformer produced
1998-99 287 development overhead equipment
oum test car
1999-00 218.96 Diesel hydraulic shunting
2000-01 120.71
2001-02 169.22
2002-03 209.34 ISO 14001 awarded and successful
manufacturing
2003-04 217 manufacturing tower car
2004-05 315 manufacturing synchronolift
2005-06 440 first times it will cross
2006-07 587 target of budget.

AN IMPACT FEATURE
BHARAT HEAVY ELECTRICALS LIMITED
BRIGHTENING LIVES……
POWERING PROGRESS

Establishment of B.H.E.L.
At the time of independence, there was
hardly any industrial infrastructure worth the name except perhaps the
railways, post & telegraph and the only large steel mill of TISKO. Over
two-third of India’s GNP was contributed by the agriculture sector and
the country was woefully short of the basic ingredient for economic
development, power.
For a country with a population of 360
million in 1947, the total power generation was a meagre 1347 MW,
with a per capita electric consumption of 14kWh. Led by Pt. Nehru’s
vision, policy planners realized that without an adequate base to
manufacture equipment required for generation, transmission and
distribution of electric power, the desired levels of industrialization
and economic development could not be achieved for the growth of the
country.
This led to the setting up of Bharat Heavy
Electricals Limited (BHEL) in the late 1950s. Its mandate was to make
the country self-sufficient in the indigenous manufacture of power
equipment.
The power equipment industry was thus
established in India with setting up of the plant of BHEL at Bhopal
in 1956 (under Heavy Electricals India Ltd. – HEIL).
Subsequently, during the third five year plan, 3 more
manufacturing plants were set up at HARIDWAR, HYDRABAD
and TIRUCHIRAPALLI under BHEL. The formal merger of HEIL
with BHEL happened in January, 1974. Since then, there has been no
looking back and BHEL has fulfilled the objective of making India
self-reliant in the field of power plant equipment. BHEL has the unique
distinction of being one of the very few companies in the world,
manufacturing all major power plant equipment under one roof.

BHEL has become an icon of an incredible

success story, from its humble inception to becoming the largest
engineering enterprise of its kind in the country and one of the
foremost companies in the international power arena.
There are 125 organised players in the machine tools segment,
followed by welded steel pipes and tubes (123) and material handling
equipments (50). There are as many as 34 public sector enterprises,
with Bharat Heavy Electricals Limited (BHEL) being the largest
engineering and manufacturing enterprise in the country. Engineering
India Ltd, Hindustan Aeronautics Ltd. Crompton Greaves, HMT
and Larson & Toubro comprise others players in the segment.
A liberal policy regime, relaxation on import duties in some
product categories and de-licensing of heavy electrical industry with
100% FDI allowed serve as icing on the cake.
Quality control is gaining momentum, with more than
2,500 corporate in the engineering sector acquiring ISO 9000
accreditation. Many others are in the process of getting ISO
certification.
While India showed a magnificent growth in thermal
generation in the past 50 years, a lot needs to be done in hydro and
nuclear fronts.
 The economy is slated to grow at over 8% in 2007-08. The
future seems perfect, provided companies continue to focus on
operational excellence through strategic planning. Indian corporate
seems to be now setting the standards for themselves and offering
world-class products and services. They are also marketing their
products and services aggressively to thrive in the global
competition.

“A plethora of engineering colleges across the country are training

thousands of students in electronics and electrical engineering every
year”.

With all its highs and lows, the heavy Electricals industry has
managed to survive even in the most difficult situations, and today,
when the market scenario seems favourable, it can look ahead for
bigger gains.

STRENGTHS OF BHEL

“The customer is centric to all activities in a business organization. The

real challenge in all about marshalling the resources in pursuit of
customer excellence.”

BHEL is today, a multi-product company offering

over 180 highly sophisticates engineering products under one umbrella.
The company is one of the most successful public sector enterprises
consistently making profits since 1971-72 and paying dividends since
1976-77.

One of the strongest points of BHEL has been its

international competitiveness, which the company has successfully
proved by begging over 86% of power plant orders international
competitive bidding in the domestic market, since 1978.

BHEL’s inherent potential and consistently excellent

performance has resulted in it being chosen as the only engineering
“NAVRATNA” PUBLIC SECTOR ENTERPRIE.

The company has a committed workforce of 43,000

employees at 14 manufacturing division, 8 service centers, 4 power
sector regional centers and regional officers, besides project sites all
over India and abroad.

BHEL has a corporate R & D center at Hyderabad and product-based R

& D centers at its manufacturing division. Siemens, General Electric,
Alstom etc. BHEL’s investment in R & D in amongst the largest in the
corporate sector in India.

BHEL has filed 84 patents during 2005-06, taking the total

no. of patents to 339. In addition, 13 copyright applications were also
filed during the year.

The non-power business segment also includes

supplies to the Indian Railways.

The company has supplied over 55,000 traction

machines to the Indian Railways. Its traction electrics and AC/DC
locos power a railways network of over 12,000 kms.
 A quality conscious organization with a strong customer
focus, BHEL has upgraded to the latest ISO-9001:2000 Version for all
its operations. To fulfill its corporate commitment towards protection
and conservation of the environment and ensuring that its products and
systems also meet such requirement, all the unit/divisions of BHEL
have been awarded ISO-14001 environmental management system
certification. As a responsible corporate in occupational health and
safety, BHEL has secured the prestigious OHSAS-18001 certification
for all its units/division.

A pioneer in Human Resource Development India. BHEL

realizes the value of quality human resource and that the development
of this critical resource as an imperative, in the current business
environment. As a step in this direction, aimed at encouraging
individuals to take up improvement projects for capability building and
for continuous improvement projects Reward Scheme (IMPRESS) has
also been introduced company-wide.
 POWER FOR ALL, BY 2012

The heavy electrical equipment and engineering sector is taking giant

strides and is expected to flourish in the coming years, thank to liberal
policies regimes, globalization.

Heavy electrical and engineering is leading industrial production

segment in India. Conglomerates in the field offer a wide variety of
services and products for core sectors like power, oil and gas.

The country, which had only 1.300 mw of power capacity in 1947, has
an installed generating capacity of over 11,800 mw, nearly six decades
after independence. This has to be further increased to more than
20,000 mw in the next six years if the government has to accomplish it
mission of “POWER FOR ALL BY 2012”. About Rs. 80,000 crores
will be required for doubling the power capacity by that period. Of this,
Rs. 20,000 crores will required for the associated transmission system.

The $10- billion electrical industry can provide up to 5000 mw

generating sets, 400 kv AC, high voltage DC equipment and enough
equipment for setting up of nuclear power plants, steel plants and
petrochemical complexes.

India’s transformer industry has gained a dominant position at the

global level with companies foraying into joint ventures with
manufacturers abroad. Rotating machines industries, comprising
motors and generators, is meeting alternative power needs of SMEs,
MNCs, as well as the domestic sectors.

“Upgrading the technology and equipment has promised better

efficiency and increased reliability”.

The growth of the engineering sector can be attributed to end user

industries (refining, automotive, textiles, railways), strides in power
and construction sector, well developed supply chain qualified
engineers, and global manufacturers interest in India as an out sourcing
destination due to its cheap, yet skilled labour. Engineering exports
may notch up $30 billion by 2008-09, according to the Engineering
Exports Promotion Council.

Industrial machinery production rose from Rs. 8,932.24 million in

April- September 2003-04 to Rs. 11646.47 million in April September
2004-05, a growth of 30.39%. The production of machine tools shot up
from Rs. 10,782.86 million to Rs. 11,647.95 million in the same period
‘ELECTRICAL generators’ production went up from Rs. 4,438.87
million to Rs. 5,903.55 million, registering a remarkable jump to 33%.

NEW INITIATIVES FOR POWER

CAPACITY ADDITION

• Ministry of power has proposed Ultra mega power projects using

coal-fired, environment friendly supercritical technology at five
locations, totalling to 20,000 MW additional capacity in the 11th and
12th Plans. Additionally, two new locations are in the process of
identification.

• To accelerate the hydro-power development, 50,000 MW hydro-

electric initiatives were launched by the Prime Minister of India on
May 24, 2003.
 RAJIVE GANDHI GRAMEEN
VIDYUTIKARAN YOJNA
• Central government has launched this new scheme for providing
access to electricity to all households in the country in five years. The
scheme would be implemented through Rural Electrification
corporation (REC).
• Under the scheme 90% capital subsidy would be provided for the
overall cost of the project.

• Till February 2006, approximately 5,000 villages have been

electrified during 2005-2006.
ROTATION REPORT
TRANSFORMER COMMERCIAL (TRC):
The objective of the department is interaction with the
customers. It brings out tenders and notices and also responds to them.
It is this department that bags contracts of building transformers. After
delivery regarding faults, this department does failures and
maintenance. All such snags are reported to them and they forward the
information to the concerning department.

One of the major task of this department is to earn decent profits over
all negotiations. Transformer industry has become very competitive.
The company offering the lowest price gets the contract but this
process may continue does the work on very low profits. To avoid such
a situation, a body by the name of India Electrical Manufactures
Association (IEMA) was set up. This association helps to maintain a
healthy competitive atmosphere in the manufacturing of electrical
appliances.
The main work of the TRC is classified as: -
Tenders and notices.
Interaction with design department.
Place of the work.
Approximate cost of the work.
Earnest money.
The place and time where contract documents can be seen.
The place and time where tender documents can be obtained.
The time up to which the tender documents will be sold.
The amount if any to be paid for such documents.
The place and the date and the time when tenders are to be submitted
and are to be opened.

TRANSFORMER ENGINEERING (TRE):

The transformer manufactured in BHEL Jhansi range from 10 MVA
to 240 MVA and up to 220 KV. The various transformer manufactured
in this unit are:-
Power transformer
a) Generator transformer
b) System transformer.
c) Auto transformer.
Special transformer.
a) Freight loco transformer.
b) ESP transformer.
c) Instrument transformer.
d) Dry type transformer.
All above types are oil cooled except dry type, which are air-cooled.
The generated voltages at the power station are 6.9 KV, 11 KV and
13.8 KV but due to certain advantages like economical generation 11
KV is the most widely used. For this voltage needs to be stepped up.
Transmission at high voltage is desirable because it results in lesser
losses, needs thinner wire and hence is economical. If the current is
kept high the copper losses become very high but iron losses are
practically constant.

In certain cases the required voltage may be less than the output
voltage, so in order to obtain it we require a tapping circuit. The output
voltage may have a certain percentage variation, which may be tapped
in 4 or 6 equal steps.

The type of tap changer depends on the application of the transformer.

Where a continuous power supply is not required an Off Circuit Tap
Changer (OCTC) may be used. Where a continuous power supply is a
must e.g. at a sub station in cities etc. On Load Tap Changer (OLTC) is
used.

FABRICATION:
Fabrication is nothing but production. It comprises of 03 bays
i.e., Bay0, Bay1 &Bay 2.

BAY-0:
It is the preparation shop while the other two bays form the
assembly shop.
This section has the following machines :
o Planner machine – To reduce thickness
o Shearing machine
 o CNC / ANC Flame Cutting machine – To cut Complicated
shaft items using Oxy-Acetylene flame
o Bending machine
o Rolling machine
o Flattening machine
o Drilling machine
o Nibbling machine
o Pantograph flame cutting machine

BAY-1:
It is an assembly shop where different parts of tank come from
bay 0.Here welding processes are used for assembly, after which
a rough surface is obtained Grinder operating at 1200 rpm is used
to eliminate the roughness.

BAY-2:
It is an assembly shop dealing with making different objects
mentioned below.
1-Tank assembly 5-cross feed assembly
2-Tank cover assembly 6-core clamp assembly
3-End Frame assembly 7-pin and pad assembly
4-foot assembly
Before assembly, short blasting (firing of small materials i.e., acid
picketing) is done on different parts of jobs to clean the surface
before painting.
 After assembly some tests are done known as NON
DESTRUCTIVE TEST
1. Ultrasonic test: to detect the welding fault on the CRO at the
fault place high amplitude waves are obtained.
2. Die Penetration test: Red solution is put at the welding and
then cleaned. After some time white solution is put.
Appearance of a red spot indicates a fault at the welding.
3. Magnetic crack detection: Magnetic field is created and then
iron powder is put at the welding. Sticking of the iron powder
in the welding indicated a fault.
4. X-Ray Test: It is same as human testing and the fault is seen in
X-ray film.

BAY-3:
Here are basically three sections in the bay:
1. Machine section
2. Copper section
3. Tooling section

MACHINE SECTION :
The operations to form small components of power and traction
transformer are done in this section. The shop consist of
following machines:
CENTRAL LATHE: it consist one tailstock, headstock, lower
part of tailstock is fixed and tail stock spindle is moving. On this
machine facing, turning and threading is done
TURRET LATHE: its function is same as central lathe but it is
used for mass production. Here turret head is used in presence of
tailstock because turret head contains many tailstocks around six.
CAPSTAN LATHE: It is belt drive.
RADIAL ARM DRILLING MACHINE: It is used for drilling
and boring.
HORIZONTAL BORING MACHINE: It is computerized and
used for making bore, facing etc.
MILLING MACHINE:
a) Horizontal milling machine: It is used for making gear and
cutting operations.
b) Vertical milling machine: By the machine facing cutting, and
T-slot cutting is done

COPPER SECTION:
All the processes related to copper are done here.
TUBE SLITTING MACHINE: This machine is developed here
and is used for cutting the tube along its length and across its
diameter. Its blade thickness is 3mm.
SHEARING MACHINE: Ii is operated hydraulically and its
blade has V-shape and a thickness of 15mm
DIE AND PUNCHING MACHINE: It is also hydraulically
operated and has a die and punch for making holes.
HYDRAULIC BENDING MACHINE: It is used for bending
the job upto 90°.
SHEARING MACHINE: It is fully mechanical and is used to
cut the job along its width.
FLY PRESS MACHINE: It is used to press the job. It is
operated mechanically by a wheel, which is on the top of the
machine.

BEND SAW MACHINE: This machine is used for cutting job

having small thickness. It has a circularly operated blade, around
5.1 mar long.
WATER COOLED BRAZING MACHINE: It contains two
carbon brushes. The sheet is put along with a sulphas sheet and
the carbon brushes are heated. A Lap Joint is formed between the
sheets as the sulfas sheet melts.
LINCING BELT MACHINE: It creates a smooth surface.
HYDRAULIC PRESS MACHINE: To press the job.
SOLDER POT MACHINE: It has a pot that contains solder.
Solder has a composition of 60% Zn and 40% Pb.

TOOLING SECTION:
In this section the servicing of tools is done.
 BLADE SHARP MACHINE: It sharpens the blade using a
circular diamond cutter. Blade of CNC cropping line machine is
sharpened here.
MINI SURFACE GRINDER MACHINE: It serves grinding
purposes. It has a grinding wheel made of “Aluminium Oxide”.
TOOL & SURFACE GRINDING MACHINE: This is
specially used to grind the tools used in Bay 7.
DRILL GRINDING MACHINE To grind the drills.

BAY 4:
It is the winding section.
TYPES OF WINDING:
1. Reverse section winding.
2. Helical winding
3. Spiral winding
4. Interleaved winding
5. Half sectional winding
There are four TYPES OF COIL fixed in a transformer, they
are:
1. Low voltage coil (LV)
2. High voltage coil (HV)
3. Tertiary coil
4. Tap coil
 The type of winding depends upon job requirement. Also, the
width and thickness of the conductors are designed particulars
and are decided by design department. Conductors used for
winding is in the form of very long strips wound on a spool, the
conductor is covered by cellulose paper for insulation.

For winding first the mould of diameter equal to inner diameter

of required coil is made .The specification of coil are given in
drawing. The diameter of mould is adjustable as its body is made
up of wooden sections that interlock with each other. This
interlocking can be increased or decreased to adjust the inner
diameter of coil.

The moulds are of following types:-

1. Belly types
2.Link types
3. Cone type

BAY-5:
It is core and punch section. The lamination used in power, dry,
ESP transformer etc for making core is cut in this section.
CRGO(cold rolled grain oriented) silicon steel is used for
lamination, which is imported in India from Japan ,U.K.
Germany. It is available in 0.27 and 0.28 mm thick sheets, 1mt
 wide and measured in Kg.The sheet s are coated with very thin
layer of insulating material called “carlites”.
For the purpose of cutting and punching the core three machines
are installed in shop
1. SLITTING MACHINE: It is used to cut CRGO sheets in
different width. It has a circular cutter whose position can be
changed as per the requirement.
2. CNC CROPPING LINE PNEUMATIC: It contains only one
blade, which can rotate 90° about the sheet .It is operated
pneumatically.
3. CNC CROPPING LINE HYDRAULIC: It is also used to cut
the CRGO sheet. It contains two blades, one is fixed and the
other rotates 90° above the sheet. It is operated hydraulically .M4
quality sheet 0.23-0.33 mm thickness is used

BAY-6:
Single-phase traction transformer for AC locomotives is
assembled in this section. These Freight locomotive transformers
are used where there is frequent change in speed. In this bay core
winding and all the assembly and testing of traction transformer
is done.

Three-phase transformers for ACEMU are also manufactured in

this section. The supply lines for this transformer is of 25 KV and
power of the transformer is6500 KVA.
 The tap changer of rectifier transformer is also assembled in this
bay. Rectified transformer is used in big furnace like the thermal
power stations / plants ( TPP).

BAY-7:
This is the insulation shop. Various types of insulations are
1-AWWW: All Wood Water Washed press paper.
The paper is 0.2-0.5mm thick cellulose paper and is wound on the
conductors for insulation.
2-PRE-COMPRESSED BOARD: This is widely used for
general insulation & separation of conductors in the forms of
blocks.
3-PRESS BOARD: This is used for separation of coils e.g. L.V.
from H.V. It is up to 38 mm thick.
4-UDEL: UnDemnified Electrical Laminated wood or
Permawood
This is special type of plywood made for insulation purposes.
5-FIBRE GLASS: This is a resin material and is used in fire
pron areas.
6-BAKELLITE
7-GASKET-It is used for protection against leakage.
8-SILICON RUBBER SHEET-It is used for dry type
transformer.
The machines used for shaping the insulation material are:-
1-Cylindrical machines
 2-Circle cutting machine
3 Scarfing machines
4-Punching press machine
5-Drilling machine
6-Guilletin machines
7-Bench saw (spl for OD)
8-Jig saw (spl for ID)
9-Circular saw
10-Linesin machines

BAY 8:
It is the instrument transformer and ESP transformer
manufacturing section.

INSTRUMENT TRANSFORMER -
These are used for measurement. Actual measurement is done by
measuring instruments but these transformers serve the purpose
of stepping down the voltage to protect the measuring instrument.
They are used in AC system for measurement of current voltage
and energy and can also be used for measuring power factor,
frequency and for indication of synchronism. They find
application in protection of power system and for the operation of
over voltage, over current, earth fault and various other types of
relays.
They are of two types.
1-Current transformer (CT)
2-Voltage transformer (VT)
CURRENT TRANSFORMER-
It is a step down transformer. High current is not directly
measured by the CT but is stepped down to lower measurable
voltages.

BODY:
• The main body is a bushing, which houses the winding and
also acts as an insulator.
• The CT has a bottom and top chamber.
• The top chamber is a cylindrical tank of mild steel. It has
terminals for connection of HV coils. It also has a glass
window to indicate the oil level.
• Below the top chamber is the bushing made of porcelain. It has
several folds or “rain sheds” to provide a specific electric field
distribution and long leakage path. Some bushings are
cylindrical while modern ones are conical as amount of oil
porcelain used is reduced without any undesirable defect.
• Bottom chamber houses the secondary winding. There is also
connection box to which the connection of the low voltage
(LV) coil is made.
 WINDINGS:
The primary winding consist of hollow copper/aluminium pipe
bent in form of a ‘U’ aluminium is used for low rating. For higher
rating a set of wires is passed through the pipe. For still higher
ratings, a copper pipe is used and for highest rating copper pipe
with copper wires passing through it is used. This arrangement
depends on the current carrying capacity. The bent portion of
primary as in the bottom chamber where as the free end is the top
chamber. The straight portion lies inside the bushing.
The primary is wound with crepe paper insulation. The thickness
of the insulation goes in increasing as we go downwards in the
bottom chamber. The free ends are provided with ‘ferrules’,
which are, small hollow cylinders through which wires can pass
connection to the primary are made through these ferrules.

The secondary is divided in a number of coils for different set of

tapings. Connections are different tapings are made in connection
box. Each coil has an annular core of CRGO (silicon steel). The
wire use is insulated copper wire. The winding may be done both
manually and by machine. After winding the coils are covered
with paper tape insulation. The coils are then slipped into both the
legs of the primary winding and connections are made in
connection box for different tapping.

VOLTAGE TRANSFORMERS:
This is also a stepped down transformer. The outer construction is
same as that of the CT that is this also has a top chamber, bushing
and a bottom chamber. The difference is only in the winding.

WINDINGS:
The primary winding is of the thick wire having a few turns. The
winding is heavily insulated with paper insulation. It has a hollow
cylinder passing centrally through it, which houses the secondary
winding. The clean and painted with either enamel or epoxy
paint. The customer gives the choice of paint. Epoxy paint is
generally used in chemical plants and seashore installation.
Terminals are then mark and ratings and diagram plate is fixed.
The job is then sent to the shipping department, which takes care
of its dispatch by packing it in the wooden boxes.

ESP TRANSFORMER:
The Electrostatic Precipitator transformer is used for
environmental application. It is used to filter in a suspended
charge particle in the waste gases of an industry. They are of
particular use in thermal power stations and cement industry.
The ESP is a single-phase transformer. It has a primary and
secondary. The core is laminated and is made up of CRGOS. It is
a step up transformer. An AC reactor is connected in series with
primary coil. The output of the transformer must be DC the is
obtained by rectifying AC using a bridge rectifier (bridge rectifier
is a combination of several hundred diodes). A radio frequency
choke (RF choke) is connected in series with the DC output for
the protection of the secondary circuit and filter circuit. The
output is chosen negative because the particles are positively
charged. The DC output from the secondary is given to a set of
plates arrange one after the others. Impurity particles being
positively charged stick to these plates, which can be jerked off.
For this a network of plates has to be setup all across the plant.
This is very costly process in comparison with the transformer
cost. A relive vent is also provided to prevent the transformer
from bursting it higher pressure develops, inside it. It is the
weakest point in the transformer body. An oil temperature
indicator and the secondary supply spark detector are also
provided.

One side of the transformer output is taken and other side has an
‘marshalling box’ which is the control box of the transformer.
BAY-9:

In this bay power transformer are assembled. After taking

different input from different bays 0-9 assembly is done

Power transformer is used to step and step down voltages at

generating and sub-stations. There are various ratings –11KV,
22KV, manufactured, they are
a) Generator transformer.
b) System &
c) Autotransformer.

A transformer in a process of assemblage is called a job. The

design of the transformer is done by the design department. & is
unique of each job; depends on the requirement of customer. The
design department provides drawing to the assembly shop, which
assembles it accordingly.

The step involved in assembly are:

1. Core building

2. Core Lifting.
3. Unlacing.
4. Delacing and end-frame mounting.
5. High voltage terminal gear and low volt terminal gear
mounting.
 6. Vapour phasing and oil soaking
7. Final servicing and tanking.
8. Case fitting.

Core Building:
It is made of cold rolled grain oriented steel ‘CRGO’. The
punched core is sent to this shop from core punching shop. Here it is
assembled with the help of drawing a set of 4 laminations is called a
packet. The vertical portion of the core is called a ‘leg’ the horizontal
one is called as ‘yoke’. Packets of both are interlinked. It is
undesirable to keep the X section of core circular to provide low
reluctance part with out air space. A perfect circle can not be made so
the core is stepped to achieve a near circle. Whatever spaces left are
filled with thin wooden rod. After core building the end frames are
bolted. The bolts are insulated from the core.

Core Lifting:
The core is lifted by a crane and is placed vertical. The rest
of assembly is done on the core in this position.

Unlacing & Core Coil Assembly:

The yoke of the core is removed using crane. Bottom insulation
in form of 50MM thick UDEL sheets is placed PCB and press
board are also used for filling the gap and to provide a good base
for the coil to rest. The coil are then lowered primary, secondary,
tertiary and tap in that sequences.

Replacing & End-frame Mounting :

After lowering a coil the top insulation similar to the bottom one
is provided. The removed yoke is placed end-frame bolted back
into its position.
The connections are then made as per drawings. All the
conductors are insulated using crepe paper. Brazing copper makes
the connections. For brazing silphos is used.
The following tests are done during re lacing:
1. Megger Test.
2. Ratio test.
3. Meg current / High Volt test.
Testing at this stage is called pre testing. This is essential because
if false are seen at a later stage, whole of the transformer will
have to be dissembled.

H.V.T.G & L.V.T.G. :

Terminals gears are accessories provided at high voltage and low
voltage terminals. Main device used is tap changer. Tap changer
can be on load or offload. In offload type the supply has to be
tripped, then the tapings changes but in on load type the tapings
can be changed while the supply is on. On load tap changer
(OLTC) are used where the supply is desired to be continuous.
The upper portion of the OLTC contains mechanism by which
tapping is changed. There is switch which changes tap in very
small type (Micro-seconds). But there is a possibility of sparking.
To get rid of it, OLTC IS filled with oil. The bottom part houses
the terminals and the mechanism, which makes automatic
connections.
The terminals are made of thick aluminium strips.

Vapour Phasing & Oil Soaking:

It is well known fact that water (impure) is a conductor
electricity. Therefore, moisture presence in transformer will effect
insulation, the process of moisture removal from transformer is
called vapour phasing.
The job is put in dummy type and place in a vacuum vessel. It is
an airtight chamber with heating facilities. A solvent vessel is
released is the chamber which enters all transformer parts and
insulations. It absorbs water rapidly. The job is heated in vacuum.
All the solvent vapours are sucked out with moisture. Metals
contain no moisture but a lot of insulations is provided which
contains this moisture and if not taken care of, may burst the job

After moisture removal tank is filled with transformer oil and

soaked for at least three hours, so that every gets wet with oil.
 The job remains in vessel for three days during phasing. It is then
taken out of the vessel and also out of the dummy time.

Final Servicing & Tanking :

After taking the job out of dummy time all the parts retightened
any other defects are rectified and job is retimed in mild steel
tank. After tanking oil is filled.
Case Fitting:
The accessories are fixed and final touches given to job. The
accessories include tank cover, fixing bushing, fixing valves etc.
The terminals are marked and R and D. (Rating and Diagram)
plate is fixed. Bolting and not riveting because it may require
maintenance and hence opening close the tank.

Bushings are hollow to provide a passage for conductor; oil is

filled inside the hollow spaces for better insulation. Bushing is
built on a mild steel base, which is bolted to bottom chamber with
a cork gasket in vacuum.
The bottom chamber is mild steel tank with a steel frame attached
to its base for earthling. This chamber houses the secondary
winding.

STORE:
There are three sections in store:
• Control Receiving Section
 • Custody Section
• Scrap Disposal Section
FUNCTIONS:
list of material coming in stores is prepared and Quality Control
people are called for inspection. If material is found as per
standard, SRV (Store Receipt Voucher) is issued for each
material. A total of 08 SRV’s are prepared. Some materials such
as Silicon oil, Transformer oil, Insulating material etc are directly
stored in the Bays.

LOCOMOTIVE PRODUCTION(LMP):
There are two products
• Alternating Current Locomotive (ac Loco)
 WAG-5H
 AC./D.C. Loco
o WCAM-2P
o WCAM-3
W-broad gauge A-running in AC mode
C-running in DC mode G-hauling goods train
P-hauling passenger train M-hauling passenger&
goods train
• Diesel Electric Locomotive Shunting (DESL)
 350 HP
 700 HP
o Single Power Pack (SPP): One 700 HP m/c is made as a single
unit. It is a meter gauge locomotive.
o Twin Power Pack (TPP): 2 350HP m/cs are combined in 1
engine & can be operated individually or in combination
depending on the load.
 450 HP
 1400 HP
 1150 HP
 1350 HP
 2600 HP
1150 HP and 1350 HP DESL s are non-standard locomotives and
are modified versions of 1400 HP DESL based on requirement of
customer.

Under mention are the new non-conventional products designed

and developed for Indian Railways based on their requirement.
 OHE (Overhead electric) recording and testing cars
 UTV(Utility vehicle )
 RRV(Rail cum road vehicle)
 DETV( Diesel electric tower car)
 BPRV(Battery power road vehicle)
 BCM(Blast cleaning machine)
 200 T Well wagon for BHEL Haridwar
 Metro Rake-Kolkata Metro Railways
LOCOMOTIVE MANUFACTURING (LMM):
This section deals with manufacturing of locomotives.
The main parts of the locomotive are
 Under frame: The frame on which a locomotive is built
 Super structure: The body of locomotive is called
superstructure or Shell and is made of sheet of Mild steel
 DC motor
 Alternator
 Compressor
 Flower
 Static Rectifier-MSR
 Static Converter-SC
 Exchanger
 Bogie-The wheel arrangement of a loco is called a bogie. A
bogie essentially contains
1-wheel axle arrangement
2-Suspension
3-Brake rigging
 Traction transformer: It is fixed on under frame and gets
supply from an overhead line by equipment called pantograph.
The type of pantograph depends on supply. This transformer
steps down voltage and is fitted with a tap changer. Different
taps are taken from it for operating different equipment. One
tap is taken and is rectified into DC using MSR and is fed to
the DC motor.
Railways has two types of power supplies – 25 KV , 1 Phase
,50hz AC
-1500 V DC
An AC/DC loco is able to work on both of these supplies. For e.g.
WCAM-3.

WORK ENGINEERING & SERVICES (WE&S)

This department looks after the commissioning and maintenance
of all the machinery used in the factory. It also has 3 two-stage air
compressors for supplying compressed air to the various bays.
The department has 03 different divisions :
 Electrical Engg
 Electronics Engg
 Mechanical Engg
ELECTRICAL ENGINEERING: This division looks after all
the electrical machinery and power distribution of the factory.
Snags detected in the system are immediately reported to this
dept by the concerning dept.WE&S takes prompt action to rectify
it.
The factory has a feeder of 11KV .The total load sanctioned for
the factory is 2500MVA

But the maximum demand reaches the range of 1700-2000 MVA.

here are various sub-station (SS) inside the factory, for
distribution of power to different sections.
SS -1 Supplies Bay-6 to Bay –9
SS -3 Supplies Bay 1to Bay-4
SS -4 Supplies Boiler and loco plant
SS -5 Supplies Bay -5
SS -6 Supplies Administrative building

TECHNOLOGY:
This department analyses the changes taking place in the world.
and suggest changes accordingly. This is very important because
the products must not get obsolete in the market otherwise they
will be rejected by the customer.

FUNCTIONS:
Technology functions can be classified as :
 Processing Sequence: The sequence of process of
manufacturing is decided for timely and economic completion
of the job.
 Operation time estimate : It includes incentive scheme
management

 Allowed operation time: It includes incentive amount

 Facilities identification: It includes looking for new
equipment or plant or tools to increase productivity
  Special process certification: Special processes are the ones
requiring expertise for example identifying errors, cracks, air
bubbles in welding
 Special tools requirement: Special tools are allotted, if
possible, when required else the design has to be reconsider.
 Productivity projects compilation: It includes the initial
analysis of the problem and their appropriate solution to
enhance productivity.
The principle of working is that
“IF YOU DO NOT MAKE THE CHANGES IN YOUR
COMPANY, THE CUSTOMER WILL CHANGE YOU”.

BUS DUCT:
Bus ducts are used as connections between generators and
transformers. They are used in power connections over 150 MV. The
question now arises why are bus duct preferred over ordinary
conductors, in such connections? In high power applications, insulation
is the major problem and frequent insulation breakdown occurs. If this
does happen then there is a possibility of shorting of conductors and
hence serious damage may occur t both the transformer and generator.

Bus ducts are hollow pipes made of aluminium. The cross-section of

these ducts depends on the requirement of the customer and is done by
the design department. The cross-section may have different shapes
circular, square, hexagonal, octagonal etc. the casing is also made of
aluminium sheets. Although aluminium is not as good a conductor as
copper still is preferred over it because it is lighter than copper.
Moreover it is cheaper than copper.
Bus ducts are of two types: - (i) Segregated bus ducts.
(ii) Isolated bus duct

In segregated bus ducts one casing is divided into three separate

chambers for three phases. In the isolated bus duct each phase is
provided with a separate casing. The conductor i.e. the duct is
separated from the casing by porcelain or epoxies (chemical)
insulators.
The bus duct assembly contains three cubicles: -
P.T and S.P cubicle.
N.G cubicle.
L.A.V.T cubicle.

These cubicles have the circuits and the controls of the bus duct
assembly. The connections may be star or delta. The line enters from
the top of the top of the top chamber. The top chamber has the neutral
side and the line side. On each side there are three terminals of
aluminium to provide connections. The bottom chamber lies below the
top chamber. These chambers are provided just below the generator.

CENTRAL QUALITY SERVICE:

First we get acquainted with a few terms concerning this department.
QUALITY
It is the extent to which products and services satisfy the customer
needs.
QUALITY ASSURANCE
All those plants and systematic action necessary to provide adequate
confidence that a product or service will satisfy the given requirement
is called quality assurance.
QUALITY CONTROL
The operational technique and activities that are used to fulfil
requirement for quality are quality control.
QUALITY INSPECTION
Activities such as measuring, testing, gauging one or more
characteristics of a product or service and comparing these with
specified requirement to determine conformity are termed quality
inspection.
 INDUSTRIAL RELATION
1. Industrial relation:- The concept

Industrial relations are viewed as the process by which people and

their organisation interact at the place of work to establish the terms
and conditions of employment.

The term “industrial relation” commonly denotes”

employee-employer relations” in both organised and
unorganised sectors of the economy.
Industrial relations also known as labour-management relationship
or labour relations.

The basic thrust of the discussion is to examine the

relationship between the management, workers and the trade-
unions representing the work force.

2. Features of industrial relation

1- Industrial relations do not emerge in vacuum. They are born out
of “employment- relationship” in an industrial setting without
the existence of two parties i.e. labour and management, this
relationship cannot exist.
It is the industry which provides the environment for industrial
relations.
2- Industrial relations are characterized by both conflict and co-
operation. This is the basics of adverse relationship. So the focus
of Industrial relations is on the study of attitude, relationship,
practices and procedures developed by the contending parties to
resolve or at least minimize conflicts.
3- As the labours and the management do not operates in the
isolation but are part of large system. So the study of industrial
relation also includes vital environmental issues like technology
of work place, country’s socio- economic and political
environment, nation’s labour policy, attitude of trade-union,
workers and employers.
 4- Industrial relations also involve study of conditions conductive to
labour, management co-operation as well as they practices and
procedures required to elicit the desired the co-operation from
both the parties.
5- Industrial relations also study the law, rules, regulations,
agreements, award of court, tradition as well as policy framework
laid down by the government for the eliciting co-operation
between labour and management.

2. Principles of sound industrial relations

Maintenance of sound Industrial relations is as critical and difficult
as that of human relation. Hence, the following principle should be
followed to maintain sound Industrial relation.

1. Recognition of the dignity of the individual and of his right to

personal freedom and equality of opportunity.

2. Mutual respect, confidence, understanding, goodwill and acceptance

of responsibility on the part of both employer, management and
workers and their representative in the exercises of the rights and
duties in the operation of the industry.

3. Similarly, there has to be an understanding between various

organisations of employers and who represent the management and
workers.
 FUNCTION OF INDUSTRIAL
RELATION

Function of Industrial relation include:-

1. Communication is to be established between workers and the
management in order to bridge the traditional gulf between the two.
2. To establish a rapport between managers and the workers.
3. To ensure creative contribution of trade unions to avoid industrial
conflicts, to safe-guard the interest of workers on the one hand and the
management on the other hand, to avoid unhealthy, unethical
atmosphere in an industry.
4. To lay down such consideration this may promote under-standing,
creativity and cooperativeness to raise industrial productivity, to ensure
better workers participating.

COMPONENTS OF INDUSTRIAL
RELATION
According to JOHN T. DUNLOP, “Industrial societies necessarily
create industrial relation defined as the complex of interrelations
among workers, management and workers”.
There major participants or actors of Industrial relation:-
1. Workers and their organization.
2. Management.
3. Government.
 FACTOR AFFECTING INDUSTRIAL
RELATION

The Industrial relation system of an organization influenced by a

variety of factors. A few important are:-
1. Institutional Factors- Under institutional factors are include items
like stage policy, labour laws, voluntary codes, collective bargaining
agreements, labour unions, employers organizations/federation Act.

2. Economic Factors- Under economic factor are included economic

organizations. (socialist, communist, capitalist) type of ownership,
individual, company- whether MMC or domestic, government
economic cycle etc. These variable influence Industrial relations in
myriad ways.

3. Social Factor- Under social factor items like social group (like caste
or joint family) creed, social values, norms, social status (high or low)
influences industrial relation in the early stage of industrialization,
these factors gradually lose their entity but one cannot overlook their
importance.

4.Technological factors-Under technological factors fall items like

work method, type of technology used, to cope with emerging trends
etc. These factor considerably influence the industrial relation.

OTHER FACTORS ARE-

5.PSYCHOLOGICAL FACTORS

6.POLITICAL FACTORS

7.ENTERPRISE-RELATED FACTORS

8.GLOBAL FACTORS
 INDUSTRIAL RELATION IN
B.H.E.L., JHANSI

B.H.E.L. JHANSI is one of the production unit which is achieving

success in every sphere of power sector and locomotives.

The credit goes to both the management and workers.

In BHEL JHANSI, there are mainly 7 trade unions which are in

contract with the management for the workers enlistment.

In JHANSI unit, the industrial relation between the

management and trade unions are very sound i.e. very good
industrial relations.

In Jhansi unit the healthy labour-management relation develops due to

following condition:-

(1) In BHEL Jhansi, the existence of strong, well-organized, democratic

and responsible trade unions and associations of employer. These
organizations enhances job security of employees, help in increased
workers participation in management and give labour a dignified
role in a society. These associations in BHEL Jhansi also tend to
create vantage ground for negotiation, consultations and discussions
on a mutual basis which ultimately lead to good labour-management
relationship.
(2) The spirit of collective bargaining and willingness to take recourse
to voluntary arbitration. The collective bargaining recognizes
equality of status between the two conflicting groups and prepares
the ground in an atmosphere of trust and good will for discussions,
consultations and negations on matters of common interest to both
industry and labour.
BHEL JHANSI the collective bargaining, plant discipline and
union relation are the principle items which form the core of
industrial relations.

(3)Besides all these, welfare works whether statutory or non-statutory,

provided by the BHEL MANAGEMENT. Trade-unions and employers
create, maintain and improve labour-management relations.

IN BHEL JHANSI, INDUSTRIAL DEMOCRACY

exists in which labour have the right to be associated with the
management which is an important factor in this plant for maintaining
very good industrial relation.

IN BHEL, for industrial democracy worker’s

participation in management occurs through the JCM, plant council,
shop councils and other committees.

The main councils and committees which exist in BHEL,JHANSI are-

1. PLANT COUNCIL.

2. SHOP COUNCIL – 1(Production transformer & PPC)

3. SHOP COUNCIL – 2 ( Loco PPC, BUSDUCT & FBM)

4. SHOP COUNCIL- 3 ( Design, Productivity & Main store, FCX)

There are nine committee exist in BHEL JHANSI. They are-

1. NATIONAL FESTIVAL ORGANIZES COMMITTEE.

2. CULTURAL COMMITTEE

3. PROVIDENT FUND COMMITTEE

4. SAFETY COMMITTEE

5. CANTEEN COMMITTEE

6. MEDICAL COMMITTEE

7. TOWNSHIP COMMITTEE

8. BHEL EDUCATION COMMITTEE

9. SPORTS AND WELFARE COMMITTEE

The trade unions members become the part of such

committees.
STYLE OF MANAGEMENT IN BHEL JHANSI:-
Every the industry believe to sound i.e. very good relationship with the
workers through trade-unions as medium so was the case in BHEL,
JHANSI.

In BHEL JHANSI, participative style is adopted by the

BHEL management. Under this type, labour is treated on an equal
footing by management i.e. neither as a “commodity” nor as a “child”
but as an ally and a friend, even a partner in the joint endeavor of
improving the efficiency and productivity of the enterprise.

• Very sound personal policies are adopted by the BHEL jhansi

management so that very good industrial relation is maintained in
the industry and plant go on the path of productivity and success.
• Statuary and non-statuary welfare in the worker’s favours are
provided and supported by the BHEL management.
• Besides all this, BHEL management had provided white passes,
telephone connections. Mobile connection, space for office,
furniture for the trade-unions so that good industrial relation being
maintained.
• As a social responsibility, BHEL management had adopted a nearby
village providing primary level education and facilities for the factor
which maintained good relation with the trade-unions.
BHEL management always supports the fair,
democratic and free trade union election in jhansi unit which
maintains very good Industrial relations.
TRADE-UNIONS IN B.H.E.L., JHANSI

1.BHEL SHARAMIK SANGH(BMS)-

It is an active union from the establishment of Jhansi unit BHEL.
Sharamik sangh is very influence from the starting years of foundation
in 1975 elections. It was placed at IInd position & emerged as strong
opposition union. In initial era of its emergence one representative of
BMS got the opportunity to represent the joint committee and also got
the chance to took to management. BMS representative above got the
opportunity to represent the different committees.

In July 2002 JCM election, BMS secured the highest vote stood at
first position which is 33.62% of total votes. As it is secured more than
10% vote it got the chance to represent the joint committee & councils.
BHEL sharmik sangh affiliated with BMS (Bhartiya Mazdoor Sangh).

2. BHARAT HEAVY ELECTRICALS MAZDOOR UNION

JHANSI(CITU)-
It is also active from the initial years of foundation but it is not much
effective among workers. In recent years it gained popularity among
the workers through maintaining deep personal relationship with
workers to improve their living standard. In 2002, JCM elections it
secured 20.10% vote & placed at IInd position CITU has the right to
talk to most & it is affiliated with CITU(CENTER OF INDIAN
TRADE UNION).

3. HEAVY ELECTRICALS SHRAMIK TRADE

UNIONS(HMS)-
After the establishment of jhansi unit, there were five- trade unions
which are active, heavy trade unions is one of these.

If we go through the study of history of heavy

electrical shramik trade unions, it was not influence in organization.
But after 1985 when it stake its struggle against management for the
safe guards among workers eventually it emerged as a strong unions in
1997 elections and gained IInd position. But it didn’t retain its position
so as. In 2002, JCM elections placed at IIIrd position. It is affiliated
with HMS (HIND MAJDOOR SABHA).

4. BHEL KARAMCHARI UNION-

It is newly born union in BHEL. It is existing in unit from
last seven years basically it is originated from the personal differences
of INTUC which was pertaining to leadership of union (INTUC).

In 2002 election it emerged as new rising stars & placed

4th position among seven union.
OTHERS UNION ARE:-

5. BHEL WORKERS TRADE UNION:-

This union is also active from the foundation year of unit. This union was never
able to make good position in its weak leadership and neutral attitude towards
workers. Its effectiveness always is negligible in unit. But in last few years its
gradually increasing and make the workers feel about its presence and emerged
as active and aware unit.

Eventually in 2002 elections, its got 119 votes and stood at 5th position. It is
affiliated with AITUC (All India Trade Union Congress).

1. BHEL EMPLOYEE UNION :-

Its is also active from establishment of unit. After the establishment, in its earliest
JCM election BHEL employees trade union placed at first position for 20 years.
But because of its neutral attitude towards workers and closeness to most made
its unpopular among workers.

Eventually they had to pay for that in 1997 election it placed at 5th place and in
2002 election it continue to loose its reputation and placed at 6th position. It got
only 78 votes which was only 6.67% of total votes. It is affiliated with INTUC
(The Indian National Trade Union Congress).

2. BHEL KARAMCHARI SANGH :-

It became active in unit from nineties. It was never recognized as strong union,
the reason behind it was weak leadership lack of struggling nature &lack of
awareness which made its presence negligible.
In 2002 JCM election it secured only 60 votes (4.47%) &stood at & 7th position.
It is not affiliated with any trade union.

These are the certain provisions in BHEL Jhansi which maintains a

“HEALTHY RELATIONSHIP” between “LABOUR –
MANAGEMENT”.

One of the important factor which is also very important in maintaining

good industrial relationship is that in BHEL Jhansi every provision
given in factory act and labour loss or in other acts is followed by
management.
 WELFARE FACILITIES
Welfare service may broadly be classified into two categories:-
1. Intramural activities as rest centers, canteens, uniforms, library,
medical aid, subsidized food, and shift allowance etc.

2. Extramural activities which are undertaken outside the

establishment such as family planning, child welfare, cooperative
stores, credit societies, vocational guidance, holiday homes, leave
travel facilities, transport to and from the place of work etc.

Labour welfare work may also be divided in to two categories:-

1. Statutory welfare work comprising the legal provisions in
various pieces of labour legislation.

2. Voluntary welfare work includes those activities, which are

undertaken by employers for their workers voluntarily. Many
employers now a day offers the following welfare amenities
voluntarily.
 Statutory Employee’s Welfare Provision
Employers are required to offer welfare facilities to workers under
different labour laws. These are given below:

The Factories Act 1948

This act provides the following services to worker:

• Washing facilities to male and female workers separately.
• Facilities for storing and during clothes.
• Facilities for occasional rest for workers who work in a standing
position for long hours.
• First aid boxes or cup boards one for every 150 workers and the
ambulance facilities if there are more than 500 workers.
• Canteens, where there are more than 250 workers. Shelters, rest
rooms and lunchrooms where over 150 workers are employed.
• Creche, if 30 or more workers are employed.
• Welfare officer, if 500 or more workers are employed.
 Non-Statutory Employees Welfare

(1) Education:
A scheme of workers education was envisaged on all India bases
by the government of India, way back in 1957.
The scheme had four main objectives.
• To develop strong unions through trained officials and more
enlightened members.
• To develop leadership from the rank and file.
• To equip organised labour to take its place in 9 democratic societies
and discharge its social and economic function.
• To promote among workers a greater understanding of the problems
of their economic environment and their privileges and obligations
as unions members and official and as citizen.
After assessing the scheme the National Commission on labour,
1969 (NCL) felt that scheme is not perfect and requires improvement.
The committee on labour welfare 1969 recommended that trade unions
should assume on active role in educating workers and run school for
promoting literacy among the children of workers. To be effective the
programme of workers education should be formulated administered
and implemented by the trade union themselves.

(2) Transportation:
The committee on labour welfare 1969, recommended the
provision of transport facilities to workers so that they can reach the
work place punctually and comfortable, most employers have, how
even recognised the workers need for transport services and therefore
responded favourably by providing company owned/leased vehicles to
workers in major industrial centers- especially in the private sector.
They have also come out with innovative financing schemes in recent
times enabling workers to buy their own bicycle, scooters, motorcycle
etc.
(3) Housing:
Housing is the primary need of a family in civilized life without
of roof to cover his head, the worker naturally feels frustrated about his
poor standard of living in big cities. Good houses mean possibility of
home life happiness and health; bad houses spell squalor, drink,
diseases, immorality crime etc. Overcrowding of people in dark quarter
in slum areas is mainly responsible for the outbreak of tuberculosis.
According to Radha Kamal Mukherjee “In the thousand slums of the
industrial centres, manhood is unquestiable brutalised womanhood
dishonoured and childhood poisoned at its very source. Recognising
the need for housing accommodation.
An industrial housing scheme was introduced in 1952. Under this
scheme the central government offers loans to industrial workers for
constructing houses at confessional rates. The low-income group-
housing scheme (1954) subsidized housing scheme for economically
weaker section of society (1952). Rural house site-cum-hut
construction scheme for landless workers (1972) has been introduced
to reduce the housing shortage to workers. The government has also
introduced housing scheme for winners and plantation workers in early
50s. Housing scheme for dockworkers was drawn up in 1964. To
reduce shortage of housing units in major industrial centers the central
government must extend it’s helping hand in a big way. Employers and
housing finance institution must also join hand to improve the lot of
workers. The problem of housing in India is of such a nasty climenslon
that no single agency can reasonably be expected to solve it.

Other facilities:
Other amenities such as washing facilities, drinking water
provision of first aid box, rest room, canteens, recreation centres have
more or less, because statutory obligation of employers now a days.
Consumer cooperative societies have also been flooded in various units
to meet the credit needs of industrial workers.
Employers:
Enlightened employers like TISCO, Hindustan lever, Godrej,
L&T Siemens, Voltas, Philips, HMTY, LIC, and B.H.E.L. have
undertaken welfare activities in the interest of workers. The
management of TISCO runs a well-equipped hospital in Jamshedpur,
supported by health centers and dispensaries in different residential
gymnasiums. Clubs, & school are also set up by TISCO for the benefit
of workers. Employers association have also joined hand with
employers in doing some welfare work for their workers. The Indian
jute mill Association, The Bombay mill owner Association are worth
mentioning here medical educational recreation facilities are also
extended in paper, sugar, steel, engineering industries also by the
“employers to employers” association.
 QUESTIONNAIRE
(TRADE UNIONS)

1. Do you think that your union is fulfilling its basic objective,

“harmonizing the relationship between management and workers”?

Table no. 1
S.No. %
Response No. Of response
a. 20 100
Yes
b. 0 0
No
Total 20 100

Table no.1 is showing the responses regarding question no.1 where we

have received (100%) positive answers. It shows that trade unions
accept the importance of unions & their role in the organisation. They
accept that trade unions are helpful in harmonising the relationship
between the management and workers.

b
0%

a
b

a
100%

Graph no. 1
2. Do you think that you are raising the life standard of workers and
also the developing the company?

Table no. 2
S.No. %
Response No. Of response
a. Raising the life standard 0 0
b. Development of the company 6 30
c. Both 14 70
d. 0 0
None of them
20 100
Total

In the table no.2 we have received responses of question no. 2 in which

70% trade unions members responded that they are helpful in raising
the life standard of workers as well as developing the company other
30% said that they are helpful in the development of the company.

d
a
0%
b
30%
a
b
c
d
c
70%

Graph no. 2
3. Which of the following steps you would take in order to solve the
problems of workers?

Table no. 3
S.No. %
Response No. Of response
1. Through communication 18 90
2. Through Notices 2 10
3. Gheroas 0 0
4. 0 0
Lockout
5. 0 0
Strikes
20 100
Total

Most of the trade unions are peace oriented they don’t believe in any
militant/negative activities which has shown by the table no. 3. 90% of
the trade union wants to solve their problems through communication
(peaceful talk) and other 10% through notice.

b ce
d
10% 0%

a
b
c
d
e
a
90%

Graph no. 3

4. What steps or programmes you would organised for the welfare of

the company?
 Table no. 4
S.No. %
Response No. Of response
a. Provide training to workers 8 40
b. Awareness programmes 6 30
c. Social programmes 2 10
d. 4 20
Corporation by the
management
20 100
Total

Table no. 4 shows that for the welfare of the workers (40%) trade union

responded that they provided training to the workers, (30%) responded

they organise awareness programmes, (20%) provide corporation by

the management while (10%) responded that they organised social

programmes.

d
20%
a
40% a
b
c c
10% d

b
30%

Graph no. 4
5. Are more number of trade unions an obstacle for the development of
the company?

Table no. 5
S.No. %
Response No. Of response
a. 15 75
Yes
b. 5 25
No
Total 20 100

Regarding this question we have received 15(75%) responses as “yes”

and 5(25%) responses in “no” it shows that trade union leaders and
members themselves consider that more no. of unions are an obstacle
for company development so they also suggested reducing the numbers
of trade unions in organisation.

b
25%

a
b

a
75%

Graph no. 5
6. What are the reasons for the more numbers of unions in an
organisation?

Table no. 6
S.No. %
Response No. Of response
a. Individual welfare 6 30
b. Giving preference to 8 40
personnel benefits
c. Personnel welfare 6 30
Total 20 100

Table no.6 shows that 40% trade union members says that the reasons
behind more numbers of unions is that they give preference to
personnel benefits and 30% says that they give preference to individual
welfare and personnel

c a
30% 30%

a
b
c

b
40%

Graph no. 6

7. For the welfare of the workers whether all the unions should come
on the same platform to communicate with the management?
 Table no. 7
S.No. %
Response No. Of response
a. 18 90
Yes
b. 2 10
No
Total 20 100

Pertaining to question no.7 we have received 90% positive response

and 10% negative response which shows that all unions should come
on the same platform to communicate with the management for
workers welfare.

b
10%

a
b

a
90%

Graph no. 7

8. Is the effect of unions is decreasing, in present scenario?

Table no. 8
S.No. %
Response No. Of response
 a. 12 60
Yes
b. 8 40
No
Total 20 100

Table no.8 showing the responses that 60% trade union members are
agreed that the effect of union is decreasing and 40% are disagreed
with this.

b
40%
a
b
a
60%

Graph no. 8

9. Are you satisfied by the welfare schemes of the employees in BHEL

Jhansi?
Table no. 9
S.No. %
Response No. Of response
a. Fully satisfied 2 10
b. Satisfied 18 90
c. Unsatisfied 0 0
d. 0 0
Fully unsatisfied
20 100
Total
In the table no.9 we have received responses that 10% trade union
members are fully satisfied and 90% are just satisfied by the welfare
schemes of the employees in BHEL Jhansi. No one is unsatisfied.

c
d a
0% 10%

a
b
c
d

b
90%

Graph no. 9

10. Do you accept third party intervention in case of any industrial

dispute?

Table no. 10
S.No. %
Response No. Of response
a. 6 30
Yes
b. 14 70
No
Total 20 100
 Table no. 10 shows that (70%) of the trade union discarded third party

intervention and the remaining (30%) accepted the any kind of

intervention.

a
30%

a
b

b
70%

Graph no. 10

SUMMARY:
After the analyzing questionnaire and it is coming out
that trade unions understand their role in the organization and try to
fulfil their basic objective of harmonizing the relationship between
workers and management. They are well aware of factories act and
labour laws. The most striking fact which is coming out from the
survey that is, more number of trade unions are an obstacle for the
development the company which is also accepted by the trade union
leaders and their workers and suggested to reduce the number of trade
union so as to lessen the inter-rivalry and intra-rivalry and improving
the industrial relationship. Another fact which came out from this
survey that trade union leaders are concerned about workers and they
struggle against management for its irrational policies if those are not
in favour of workers.
 QUESTONNAIRE
(FOR MANAGEMENT)

1.What kind of communication channel you prefer between you and

workers for management policies and procedure?

Table no. 11
S.No. %
Response No. Of response
a. Direct communication 22 44
b. Through trade union 8 16
c. Both 20 40
50 100
Total

In the table no. 11 we have received 22 (44%) positive response for

the first option, remaining 8(16%) for the second option and 20(40%)
for the third option. It shows that 44% of the management wants direct
communication with workers and 40% wants both the procedures for
communication.

c a
40% 44% a
b
c

b
16%

Graph no. 11
2. What kind of personality development programme organised by the
management?

Table no. 12
S.No. %
Response No. Of response
a. Training programme 39 78
b. Touring programme 3 6
c. Higher education programme 8 16
50 100
Total

Response of question no.2 shows that 78% training programme

organised by the management for personality development and
sometimes touring programmes and higher education programmes are
also organised but these are limited.

c
16%
b
6%
a
b
c

a
78%

Graph no. 12

3.Do you think that all the statutory/non statutory benefits provided to
workers are reviewed and implemented at regular period of time?

Table no. 13
S.No. %
Response No. Of response
 a. 36 72
Yes
b. 14 28
No
Total 50 100

In the table no. 13 regarding question no.3 we have received 72%

answer in favour of first option which shows that all the statutory and
non-statutory benefits reviewed and implemented at regular period of
time and 28% says that benefits are not reviewed at regular period of
time.

b
28%

a
b

a
72%

Graph no. 13

4. What kind of method used by the trade unions to express their

dissatisfaction?

Table no. 14
S.No. %
Response No. Of response
a. Lockout 0 0
b. Strikes 14 29
c. Gheroas 3 6
d. 27 53
Peacefully table talk
 e. 6 12
Dharna
50 100
Total

Most of the trade unions are peace oriented they don’t believe in any
militant/negative activities which has shown by the table no.14. 53%
responses came in the favour peacefully table talk. Sometimes they
also use other tools for making their demands acceptable for the
organisation, which are strikes, Gheroas and Dharna but percentage of
using these tools are very less.

e a
12% 0% b
28%
a
b
c
d
c
6% e
d
54%

Graph no. 14

5.In case of peacefully talk what’s steps are taken by the management
regarding this matter?

Table no. 15
S.No. %
Response No. Of response
a. Timely talk with unions 25 50
b. Open meetings with workers 10 20
c. Timely 10 20
Implementation/solution
 d. 5 10
Any grievance committee
50 100
Total

This is the continuation of question no.4 table no.15 shows different

steps taken by the management in case of table talk, 50% came in
favour of timely talk with unions so that they could able to reach their
policies to workers at time.
Sometimes open meetings (20%) are also organised by the
management. Management also believe in creating any grievance
committee only (10%) at management level for knowing the workers
problem & recommended the solution to higher management.

d
10%
c
20% a
b
a c
50%
d
b
20%

Graph no. 15

6. In present scenario, trade unions are active for what?

Table no. 16
S.No. %
Response No. Of response
a. In favour of workers 22 44
b. For their own benefit 8 16
c. For both 17 34
 d. 3 6
Can’t say
50 100
Total

In the table. no. 16. It shows that 44% of the management thinks trade
unions are active for the workers, 16% thinks they works for their own
benefits & 34% are in the favour of both while 6% doesn’t share their
views.

d
6%

c a
a
34% 44%
b
c
d

b
16%

Graph no. 16

1. Giving more rights to unions will affect in decisions making and the
development of the company?

Table no. 17
S.No. %
Response No. Of response
a. 31 62
Yes
b. 19 38
No
Total 50 100
In the table no. 17 regarding question no.7 we have received 62%
answer in favour of first option which shows that giving more rights to
unions will effect in decisions making and the development of the
company while 38% says that it doesn’t effect.

b
38%
a
b
a
62%

Graph no. 17

8. In present globalized environment, for the development of the

organisation is it necessary to have union?

Table no. 18
S.No. %
Response No. Of response
a. 34 68
Yes
b. 16 32
No
Total 50 100

In the table no. 18 regarding question no.8 we have received 68%

answer in favour of first option which shows that it is necessary to
have unions for the development of the organisation and 32% doesn’t
think unions are important in an organisation.
 b
32%

a
b

a
68%

Graph no. 18

9. In present scenario of globalisation and liberalization, the role and

effect of unions are decreasing?

Table no. 19
S.No. %
Response No. Of response
a. 22 44
Yes
b. 28 56
No
Total 50 100

According to the response of this question, in the present scenario of

globalisation and liberalization 56% thinks that the role and effect of
unions are not decreasing while 44% thinks in the against.
 a
44%
a
b
b
56%

Graph no. 19

10. Without involvement of trade unions which kind of relationship

with workers you have maintained?

Table no. 20
S.No. %
Response No. Of response
a. Very good 14 28
b. Good 19 38
c. Satisfactory 17 34
d. 0 0
Dissatisfactory
50 100
Total

These responses show that without the involvement of trade union

management maintained good (38%), satisfactory (34%) and very good
(28%) relationship with the workers.
 d
0% a
c 28%
34%
a
b
c
d

b
38%

Graph no. 20

SUMMARY:
After the analysis it came out from survey that
management and trade unions maintained a sound and spontaneous
relationship in the organization except sometimes, they have strained
relationship on some matters like presently trade unions are not
satisfied with the promotional policies of the management. According
to management trade unions also maintained good relationship with
workers and they are concerned about the workers welfare.
Management provides all kind of statutory & non-statutory benefits to
the workers and at regular period of time they provide different kind of
training programme to educate and develop them. Management and
trade union both are peace oriented and always try to resolve the
disputed matters through peaceful talk.
 QUESTIONNAIRE
(FOR WORKERS)

1. How is the relation between workers and your union leaders?

Table no. 21
S.No. %
Response No. Of response
a. Harmonious 46 23
b. General 138 69
c. Formal 6 3
d. 4 2
Moderate
e. 6 3
Tensionful
200 100
Total

In the table no. 21 regarding question no.1, most of the workers thinks
that the relation between them and union leaders are general(69%) &
harmonious (23%).

c d e
a
3% 2% 3%
23%
a
b
c
d
e
b
69%

Graph no. 21
2. How is the relation between trade unions and management?

Table no. 22
S.No. %
Response No. Of response
a. Harmonious 42 21
b. General 132 66
c. Formal 16 8
d. 4 2
Moderate
e. 6 3
Tensionful
200 100
Total

In the table no. 22 regarding question no.2, most of the workers thinks
that the relation between management and trade unions are general
(66%) & harmonious (21%).

c d e
a
8% 2% 3%
21%
a
b
c
d
e

b
66%

Graph no. 22
3. How you convey your needs and complaints to management?

Table no. 23
S.No. %
Response No. Of response
a. Self 128 64
b. Through colleague workers 32 16
c. Through union leader 36 18
d. 4 2
There is no union
200 100
Total

Most of workers convey their needs and complaints to management by

themselves (64%) while some workers prefer to colleague workers
(16%) or union leader (18%).

d
c
2%
18%

a
b
c
b
16% a d
64%

Graph no. 23
4. Would you like to accept third party intervention in case of industrial
disputes?

Table no. 24
S.No. %
Response No. Of response
a. 72 36
Yes
b. 128 64
No
Total 200 100

When this question asked by the workers during the survey we have
received 128(64%) responses in against which means they are not
ready to accept the third party intervention so it is analysed that in case
of disputes they have complete faith on management policies.
Remaining 72(36%) workers don’t rely on management policies
regarding industrial disputes.

a
36%

a
b
b
64%

Graph no. 24
5. Are you aware of factories Act?

Table no. 25
S.No. %
Response No. Of response
a. 174 87
Yes
b. 26 13
No
Total 200 100

Table no.25 representing the awareness level of the workers about

factories Act, 87% workers responded, as they are aware of factories
Act and remaining 13% of the workers are unaware of factories Act.

b
13%

a
b

a
87%

Graph no. 25

6. Either any programme organised by management or by the trade

unions to make you aware of factories act?

Table no. 26
S.No. %
Response No. Of response
 a. Yes 100 50
b. No 38 19
c. To some extend 62 31
Total 200 100

Regarding this question we have received 50%(100) responses, that

this kind of programme organised by the management, 19%(38)
responded negatively and 31%(62) said that they are satisfied to some
extent.
During the survey it was found that these kinds of programmes don’t
organized by the trade unions directly but during their road meetings
they try to make them aware time to time.

c
31%
a
b
a
50% c

b
19%

Graph no. 26

7. Do trade unions act properly for labour welfare?

Table no. 27
S.No. %
Response No. Of response
a. Yes 132 63
b. No 56 27
c. Can’t say 22 10
Total 200 100
According to table no.27, 63% of the responses are in favour that trade
unions work properly for labour welfare 27% are against and 10%
can’t say anything.

c
10%

b
27% a
b
c
a
63%

Graph no. 27

8. Trade unions do not work properly, why?

Table no. 28
S.No. %
Response No. Of response
a. Selfish elements 48 24
b. Lack of coordination with 48 24
management
c. Preference to personal work 54 27
d. 50 25
All of the above
200 100
Total
Regarding this question we got the responses as that 27% workers
thinks trade unions do not work properly because they give preference
to personal work and 24% workers responded as because of selfish
elements and lack of coordination with management while 25%
workers are in the favour of all the above options.

d a
25% 24%

a
b
c
d
b
c
24%
27%

Graph no. 28

9. In your opinion, unions works for workers benefits or for

management?

Table no. 29
S.No. %
Response No. Of response
a. For workers 128 64
b. For management 40 20
c. For union leader’s 26 13
d. 6 3
Can’t say
200 100
Total
These responses shows that 64% of workers are in favour that trade
unions works for the workers benefits, 20% responded that they work
for management and 13% says they works for union leaders while 3%
can’t says anything.

d
c
3%
13%

a
b
b c
20% a d
64%

Graph no. 29

10. Do you think, if there were no trade unions then it is more

beneficial for organisation?

Table no. 30
S.No. %
Response No. Of response
a. Yes 30 15
b. No 164 82
c. Can’t say 6 3
Total 200 100

In question no.10, (82%)workers responded that trade unions are

beneficial for the organisation and (15%) workers responded against
this while (3%)workers can’t say any thing about this.
 c a
3% 15%

a
b
c

b
82%

Graph no. 30

11. In your opinion, union numbers should be one or more?

Table no. 31
S.No. %
Response No. Of response
a. One 4 2
b. Two 180 90
c. More 16 8
Total 200 100

Table no.31 shows that how many trade unions are acceptable by the
workers in the organisation. 90% of workers wants only 2 unions in the
organisation, 2% wants only 1 union while 8% of workers can accept
more than 2 unions.
 c a
8% 2%

a
b
c

b
90%

Graph no. 31

12. Are you satisfied with unions works?

Table no. 32
S.No. %
Response No. Of response
a. Fully satisfied 26 13
b. Partially satisfied 146 73
c. Fully dissatisfied 14 7
d. 10 5
Moderate
e. 4 2
Tensionful
200 100
Total

Table no.32 shows the satisfaction level of workers regarding the role
of trade unions in the organisation. This table clearly shows that the
workers are not fully satisfied with the unions only (13%) workers are
fully satisfied. Most of the workers are partially satisfied. Remaining
either fully dissatisfied or moderate or Tensionful.
 d e a
c
5% 2% 13%
7%
a
b
c
d
e

b
73%

Graph no. 32

13.(a) If satisfied then why?

Table no. 33
S.No. %
Response No. Of response
a. Secure the objective of unions 22 11
b. Security from management’s 98 49
monopoly
c. Unity in workers through 38 19
unions
d. 32 16
Desired fulfilled through
unions
e. 10 5
Above all
200 100
Total

Regarding this worker responded that (49%) trade unions provide

security from management monopoly, (19%) thinks that workers get
united through unions, (16%) responded that union fulfilled their desire
while (11%) workers are in the favour that union secure the objectives.
 e a
d 5% 11%
16%
a
b
c
d
c
19% e
b
49%

Graph no. 33

13.(b) If dissatisfied then why?

Table no. 34
S NO> %
Response No. Of response
a. Improper working by unions 132 66
b. Puppet of management 42 21
c. Inactive union 8 4
d. 10 5
Leaders of unions are corrupted
e. 8 44
Emotional harassment of workers by
union
200 100
Total

According to the responses of the workers, they are dissatisfied

because (66%) workers thinks that unions are not working properly,
(21%) responded that they are puppet of management while (44%)
responded that unions emotionally harasses the workers.
 d e
c
5% 4%
4%
a
b
21% b
c
d
a e
66%

Graph no. 34

14. Are trade unions helpful in harmonising the relationship with

management?

Table no. 35
S.No. %
Response No. Of response
a. 140 70
Yes
b. 60 30
No
Total 200 100

Although workers are not completely satisfied with the trade union but
they have given (70%) response to first option in which they consider
that trade unions are helpful in establishing the good relationship with
the management and remaining (30%) said that they are not helpful.
 b
30%

a
b

a
70%

Graph no. 35

15. What efforts should be done by unions for workers welfare?

Table no. 36
S.No. %
Response No. Of response
a. Dedication for work 28 14
b. Dutiful and liable 38 19
c. Organise awareness 38 19
workshops
d. 96 48
Honest and transparent
200 100
Total

Table no. 36 shows that workers responded, trade unions must be

honest and transparent towards workers welfare, (19%) responded that
they should be dutiful and liable as well as organise awareness
workshops while (14%) responded that they should dedicated towards
works.
 a
14%

d b a
48% 19% b
c
d

c
19%

Graph no. 36

SUMMARY:
This analysis which is based on workers questionnaire
has given the correct view of the organization. After the analyzing, the
very fact which came out is that workers are partially satisfied with the
trade unions. During the survey it was found that those who are close
to the trade unions are satisfied with them but those who are neutral to
them are not satisfied with them. Although workers are no satisfied
with them but still they consider that trade unions are helpful in
harmonizing the relationship between management and workers in
some extent also accept their existence in the organization for their
betterment.
 SUGGESTIONS
B.H.E.L. Jhansi a very good Industrial relationship is maintained
between trade union and management.

Although trade union in B.H.E.L. Jhansi are well disciplined and

workers well framed oriented but still there is some lapses in trade
unions policies which make workers discontented. So for the purpose
of removing all those weaknesses and lapses and to maintain good
industrial relations management and workers themselves give few
suggestions to the trade union leader and members during the survey,
which are:-

1. Apathetic attitude of trade union towards work and workers create

the climate of unrest and annoyance. So it is needed that they must
devoted and dedicated them towards work so as to increase the
productivity and profitability of the organization.
2. Trade union must organized training programme for workers which
can increase their level of awareness and develop them for more
advance technology.
3. Most of the workers believe that management and trade union both
is the chip of the same block. They all are involved in personal
satisfaction and not a bit concerned about workers so they must create
the climate of believe and faithfulness among the workers.
4. Personal benefits by the union leader should be abolished.

By following all the suggestion trade union may prove productive for
the organization which directly or indirectly benefited the industry,
nation and more that is benefited to humanity.
In this way, very HEALTHY INDUSTRIAL
a
RELATIONSHIP is maintained between workers (trade
union) and management in B.H.E.L. JHANSI.

CONCLUSION
 After analysis every aspect by the data obtained through
personal interview questionnaires, the main substance that is extracted
is that “a very healthy industrial relationship is maintaining
between the trade unions and management in B.H.E.L. Jhansi”.

Trade unions are essential part of the organization, without the

mediation of trade union management can’t communicate with the
workers properly because trade unions are close to the workers so they
can easily interact with them, can understand their problems in better
manner. In case of the BHEL all the seven trade unions believes in
peaceful table talk none of them involves in any kind of destruction
negative activities.

Although workers are not fully satisfied with the trade union’s
polices but still they consider that unions play important role in the
organization for their welfare. Trade union act as bargainers for
demanding the fair wages from management for them and also act as
enemies if they find that management is trying to exploit the workers.

To achieve their objective, trade union may employ a variety of

means- the means depend upon the attitude of the management
regarding the matter.

On the other hand, participative type of management occurs in

B.H.E.L. Jhansi. Under this type, labour is treated as equal footing by
the management that is neither as a “commodity nor as a child but as
an ally and a friend”, even a partner in the joint endeavour of
improving the efficiency and productivity of the enterprise.

Every police which is made by the management has got the full
support of the trade union which was in power. Management also
accept the importance of the trade union in an enterprise.
 SOME MORE SUGGESTIONS FOR
ORGANIZATION
1. Number of trade union must be decreased so as to reduce the inter
rivalry and intra rivalry in the organization.
2. Management must talk to representative of trade unions timely to
make them aware of the new polices.
3. Management must have complete faith on the workers.
4. Management and trade union must work as team and provide
workers adequate support to enhance their efficiency.
5. Higher management should need to reduce the lower grade
management so that it can reduce the over-head.
6. Management should adopt fair polices for all workers.
7. Management should constitute a grievance committee which can
understand the problem of workers and recommend the solution to
management.
8. Adopt positive attitude towards workers.
9. Surveys regarding the problems in plant should be done frequently.
10. Management should give equal respect for the suggestion for
problems from the worker level.

By acting on the above suggestion by both “trade

union and management”, a healthy INDUSTRIAL RELATIONSHIP
will be maintained at B.H.E.L. JHANSI.
 FOR MANAGEMENT

1. Management should deal strictly for stopping of corruption which

occur in the production line managers occasionally. So that workers
remain satisfy.
2. Selection of right person at right place at right time should adopted
by the management.
3. Fair selection of sports men should done by committees without any
pressure.
 ISSUES TAKEN REGARDING
B.H.E.L., JHANSI

1. Maintenance of golf ground in BHEL, Jhansi.

2. Doctor’s problem in BHEL hospital.
3. Workers have to wear liberty shoes due to union.
4. Fear of unions among production line managers.
5. Issue of Jayanti bhawan in BHEL, Jhansi.
6. Role of unions in recruitment process.
7. Role of unions in selection of sportsmen.
8. Issue of spittoons in BHEL, Jhansi.
9. Issue of social responsibility for both management & unions.
10. Work of contact labour in superior house without payment.
11. Purchasing of locomotives part 150 crores in BHEL, Jhansi by the
management officials without any order.
12. Issue of safety shoes in boiler house & fabrication.
 BIBILIOGRAPHY
I have taken the reference of the following books, journals & websites
to collect information related to my project.

2. Industrial Relation – C.B.MAMORIA

3. Elements of Mercantile Law – N.D. KAPOOR
4. Research Methodology – C. R.KOTHARI
5. Dynamics of Industrial Relation
6. Essential of Human Resource Management and Industrial Relation.
7. Personnel Management – Ashvathama, S. Sharma

1. www.bhel.com
2. www.bheljhs.co.in
3. www.google.com