COOPERATIVE EMPLOYEE RELATIONS AT NDPL

Group-3 Section C

K Veeranjaneyulu Kartik Kumar Samala Poulami Roy Chowdhury Pradeep Hota Aditya Goel Deepal Prakash

North Delhi Power Ltd.

One of the 3 electricity distribution companies taking over Delhi-Government owned Delhi Vidyut Board (DVB) w.e.f. July1,2002. NDPL, controlled by the TATA Group has 51% shares, while remaining shares held by Delhi Government Tripartite Agreement was signed After the takeover , Delhi State Electricity Workers Union (DSEWU) was recognized as the majority union

Background of DVB

DVB was in running in losses (AT & C) to the tune of 53% Delhi Government has to subsidize it to the tune of Rs.1500 crore per year DVB officials was deep into corruption with their involvement with the power thieves mainly consisting of industrialists and Delhi politicians Built temples inside DVB premises to prevent the angry mob from attacking

Vision of NDPL

CEO of NDPL was seen as passionate , visionary, transparent and ethics driven in his transformation role Consulted with the GM-HR to decide onto focusing more on future issues rather than past Vision of : Becoming the most preferred and admired energy company Articulate HR strategy as per that of core values of TATAs

Rightsizing & Reorganization

Voluntary retirement scheme was introduced Out of total 5368 employees, 1794 sought retirement Gave option to the former DVB employees to move to new scheme only 16 did so DVB-scheme employees paid under DVB-pay structure -> less than the new hires of NDPL Thus, creating class difference

Inherited Chaotic DVB structure 150 employees handling employee service files , salaries and benefits in personel department got replaced with its HR department Vision To create a learning organization which nurtures talent and innovation, and provides competitive environment that makes NDPL the most favoured company to work for HRIS was installed to the cater to the needs of the department

Undertook writing Job Descriptions (JDs) and Key Result Areas (KRAs) for different positions to promote role clarity Designations were re-christened-> inviting resistance at times, while others felt empowered

Efforts at Change of Mindsets and Behaviours

Promotion of TATA culture through adoption of Tata Business Excellence Model (TBEM) Salary payment changed from being paid in cash to that of electronic transfers to bank Resistance of lower level employees to this was handled aptly by regular counseling sessions Introduction of computer systems trainings were given to employees to get familiar with the new systems Managers giving PPT presentations in meetings

Working conditions were made safe and hygenic Training programs were conducted to imprive the quality of work Team building activities designed on basis of brain storming sessions Goal : Customer satisfaction through reduction in cost of delivered power, supply of reliable & quality power, and improvement in levels of efficiency and accountability

Peer exchange training programme designed with Baltimore Power Utility & Columbia Power Utility in USA Union leaders sent to Tata Steel Plant Incentive Scheme to promote performancebased culture for employees Meet the CEO Scheme and Sugestion was introduced

Employee Welfare & Grievance Management

Regular health camps, blood donation camps, free check-ups were undertaken Scholarship ( upto Rs.1000 per month per beneficiary) , computer training programme, spoken-english classes for wives of employees Diwali mela , donated 5 lakh to an Eye Foundation Adopted Bawana Village as part of CSR

Sarathi

Sarathi Grivance handling Helpline First of its sort in India An NDPL employee to submit his/her grievance by e-mail or telephone to be catered to as fast as possible Aggressive marketing done for the same

Union Handling Dynamics

Recognized Delhi State Electricity Workers Union (DSEWU) Employees working conditions improved Addressed Issues
Settlement of claims Uniform for all the workers Promotion

Two main notices

Threat for agitation Demand charter (10 demands)

Union Handling Dynamics (cont)

Second Demand Charter

Regularization

of work-charge staff Payment of terminal benefits

Technical training Issues in the charter

Payment

of retirement benefits under DVB scheme caused agitation and hartals at Raj Ghat Redelpoyment/downsizing of 260 water in the DVB scheme

Union cooperation with NDPL

Redeployment of manpower Building work culture Building cooperation with the common employee New designations Settling uniforms issue Setting up the JIF Implementing the overall change agenda

The Joint Interaction Forum (JIF)

To facilitate better customer service and enhancing customer delight Issues discussed
Workplace,

health, safety, quality, welfare, response time, productivity and maintenance issues, infrastructure, performance related issues, elimination of wastes, lowering costs, information sharing, skill enhancement of employees

Monthly and Quarterly meetings

Ripples in the Unions Ranks

Depression among managerial and supervisory staff Fight for power in the elections Groups were formed Pradip Group
New

HR chief appointment Pathan incident

Reasons for dissent in the Unions Ranks

TATA culture of care and share

Higher

commitment Corruption ended Compensation governed by the Tripartite Takeover agreement

Pradip- Pathan incident

Indiscipline

in DVB scheme Employees not pro-Pradip, but anti-Jai Lal

Performance, Achievements and Challenges

Reduced AT&C loss increase in companys revenue ISO 9001:2000 certification for Quality Management for its departments CEO was concerned about the Pradip syndrome The media had reported that NDPL fared much better than BSES

Recommendations

Draw clearer plans framing a long-term roadmap change the attitude and skill levels of a large number of DVB-scheme employees by having interactions Reduce the conflicts between NDPL-scheme employee and the DVB-scheme Improve the employee relations by regular feedback and effective grievance redressal system