CONTENT
CHAPTER-1 [ ABOUT THE STUDY]
1.1- Introduction of Study
1.2- Objective
1.3- Importance
1.4- Purpose of Study
1.5- Methodology
1.6- Techniques for Data Collection
1.7- Limitation
CHAPTER-2[PROFILE OF THE ORGANISATION]
2.1- About the Organization
2.2 - Location of The Organization
2.3- Structure of The Organization
2.4- Raw Material
2.5- Mission and Vision
CHAPTER-3 [Award And Recognition]
Chapter – 4 [ Human Resource Management ]
3.1- Trade Union
3.2- Industrial Disputes
3.3- Workers Participation in Management
3.4- Grievance Handling
3.5- Various Committees
CHAPTER- 5 [ HR ADMINISTRATIONS]
4.1- Present Manpower Strength
4.2- Recruitment and It's Type
4.3- Selection Procedure
4.4- Training and Development
4.5- Wage and Salary Administration
CHAPTER – 6 [EMPLOYEE WELFARE]
5.1 – Welfare Measure and Facilities
5.2 – Safety Measures
5.3 – Medical Facilities
5.4 – Education Facilities
5.5 – Transport Facilities
CHAPTER – 7 [CSR – CORPORATE SOCIAL]
RESPONSBILITY, INITIATIVES TAKEN BY NALCO
6.1 – Corporate Social Responsibility (CSR)
6.2 – Employee Development
CHAPTER – 8
Conclusion
Chapter – 1
About
The Field Study
NALCO
CAPTIVE
POWER
PLANT
Introduction:
Every state in the world has its own responsibility to maintain the
welfare and wellbeing standard of its people to develop the national
economy. The states keep its aim the large-scale production. Now a
days the only way to achieve large scale production in the hands of
the state to improve large scale industrialization.
Industries play a significant and valuable role in the economic
development of a nation. The development of the industries means the
progress of the country. In 20th century due to rapid development of
science and technology, new machines were gradually introduced in
industries. As a result of the small-scale industries turned into large
scale industries bringing change to the nature of organization, style of
management, employer and employee relation etc.
Today the structure of labour management relation drastically
changed and consequently, have become more educated and are
consequence of their rights and duties and got and economic
independence. For this the behavior pattern. The slogan of the day is
"worker's participation in management" and this union challenger has
forced to management develop and apply rational attitude to the right
of the workers.
Now Govt is not only interested in profession and assistance but also
in an active prologist of labour welfare. The above discussion gives an
idea of the extent to which the manpower management, industrial
relation and labour welfare are important and indispensable for
smooth running of industries.
Objectives:
The subject of Industrial Relations and Personnel Management is
based on the theoretical as well as the practical knowledge, which can
be achieved through a visit to the industry as a field study to gain
knowledge how the workers work at the workplace and faces different
difficulties. Besides these, some other objectives for conducting field
visit are discussed as below;
To get acquainted with the concepts, principles, producers and
theories at theoretical levels before going to the industrial
establishment.
To expose the real situation in the field and enable them to gain
knowledge and practice experience from the live situation.
To acquire practical knowledge in respect of the area of personnel
management, industrial relations and labour welfare and to have an
insight in to the functioning of industrial establishment in respect of
chosen areas.
The overall objectives are to equip and prepare the candidate to the
challenges of professional requirements of the job in the employment
market which they will be called upon to handle after passing out
from the institution.
The guiding maximum is that the field work is not a mere
examination such experiences seem to set adjusted to the different
environment and to promote communication skills.
1.3 Importance:
More over a student of IRPM is required to study both theoretical as
well as practical knowledge. Practical and the theoretical knowledge
are just like the two side of coin for him. Without practical knowledge
a student of IRPM can't do anything. So, the researcher institution has
to undergo practical training different institution or industries in order
to gain practical ideas about plant.
1.4 Purpose of the study:
The purpose of the study to gain firsthand knowledge and information
from the field on the area stated by coming in contact with
management team, trade union executives. Besides, the firsthand data
are also collected by taking help of the secondary sources made
available for the purpose. As a whole, the purpose is to acquire who
has gained theoretical knowledge on the area under study with
necessary practical evidence and analysis.
1.5 Methodology:
The method used in the present its case study which includes
systematic in-depth study. It refers to certain body in conducting the
study. It is that type of scientific method which his absolutely
essential to draw the valid conclusion. Moreover, case study is a
method mostly of exploring and analyzing the data or information. It
was considered by the researchers as the most suitable to undergo
study at NATONAL ALUMINIUM COMPANY LIMITED's workers
because it is among the and most reputed companies in India's private
sector.
1.6 Techniques for data collection:
Collection of data is most important for study of IRPM. For the
collection of data, two sources have been adopted, such as primary
sources and secondary sources, in order to gain knowledge regarding
the rules and regulation and the facts of the field.
➤ Sources: -
These sources include self-prepared interview. The primary sources
are workers, management, representative’s personnel department of
the NALCO. The personnel officers provide necessary data and
information about personnel department of the NALCO and give
valuable suggestions by taking one class of 2 hours.
➤ Secondary sources: -
These sources include different chart, article, document, publishing
booklets organisation files etc. which was provided by representative.
Analysis and decision with workers, supervisors and officers are also
coming under this source.
1.7 Limitation:
In conducting study work, the researcher had to face difficulties. The
present study is no exception to this. The data collection was
hampered to a large extent because of the paucity of time and lack of
interest of the management of the NALCO. The second fact is that the
scope of study was so wide that it became impossible to get all
relevant facts from the management and union in spite efforts
Chapter – 2
Profile of the Organisation
2.1 About the Organisation:
National Aluminium Company Limited (NALCO) is a Schedule ‘A’
Navratna CPSE established on 7th January, 1981 having its registered
office at Bhubaneswar. It is one of the largest integrated Bauxite-
Alumina-Aluminium- Power Complex in the Country. At present,
Government of India holds 51.28% of paid up equity capital. The
Company has been operating its captive Panchpatmali Bauxite Mines
for the pit head Alumina refinery at Damanjodi, in the District of
Koraput in Odisha and Aluminium Smelter & Captive Power Plant at
Angul. As a part of green initiative, NALCO has installed 198 MW
Wind Power Plants at various
NATIONAL ALUMINIUM COMPANY LIMITED.
Pride of
Aluminiu
m
locations in India and 850 KWp roof top Solar Power Plants at its
premises to join hands for carbon neutrality. From the days of first
commercial operation since 1987 the Company has continuously
earned profits for last 36 years. NALCO is one of the leading foreign
exchange earning CPSEs of the Country. The Company continues to
retain its position of lowest cost producer in Bauxite and Alumina
production in the World in 2022.
Capitalizing the market opportunity, the Company could achieve high
sales realization, positively impacting the top line and bottom line in
FY 2021-22. Revenue achieved Rs. 14,181 crore and Highest ever
PAT of Rs. 2,952 crores achieved in FY 2021-22. Even with subdued
pricing situation in FY 2022-23, with focus on domestic market the
Company achieved highest ever revenue from operation of Rs.14,255
Crore. However, with increase in input cost, the PAT achieved was Rs.
1,544 crores in FY 2022-23. The Company has a 68.25 lakh TPA
Bauxite Mine & 21.00 lakh TPA (normative capacity) Alumina
Refinery located at Damanjodi in Koraput district of Odisha, and 4.60
lakh TPA Aluminium Smelter & 1200MW Captive Power Plant
located at Angul, Odisha. The Company has regional sales offices in
Delhi, Kolkata, Mumbai, Chennai and 7 operating stockyards at
various locations in the Country to facilitate domestic consumers. In
addition, NALCO has its own bulk shipment facility for export of
products.
2.2 Location of the Organisation:
The Captive Power Plant is in the Eastern of Angul city, Odisha state
of India. The Company has Bauxite Mine and Refinery at Damonjodi
(Koraput District), a Aluminium Smelter in Angul, a captive power
plant in angul, On the Northern Arm of the Inner Harbour of
Visakhapatnam Port on the Bay of Bengal, Nalco has established
mechanized storage and ship handling facilities for exporting
Alumina in bulk and importing Caustic Soda.The 1st wind power
plant of capacity 50.4 MW (2.1MW, 24 nos. WEGs) in Gandikota,
Andhra Pradesh was commissioned in December 2012 and the 2nd
wind power plant of capacity 47.6 MW (0.85 MW, 56 nos. WEGs) at
Ludarwa site, in Jaisalmer, Rajasthan was commissioned in Jan’2014.
3rd wind power plant of capacity 50 MW (2 MW, 25 nos. WEG) at
Devikot site, Jaisalmer, Rajasthan and a 50.4 MW (2.1MW, 24 nos.
WEGs) Wind Power Plant at Sangli, Maharashtra commissioned in
FY 2016-17.
2.3 Raw Materials:
As is typical in any metallurgical process, steel: manufacturing is
highly sensitive to raw material characteristics that would help obtain
the rated capacity and the desired product quality. Hence, it is
essential to examine the chemical and physical characteristics of raw
materials, both individually and in combination. The basic raw
materials for the production of steel are Iron Ore, Scarp metal, Coal,
Dolomite, Limestone and Alloying elements. Of Several tests are
conducted in the company laboratory to ascertain their suitability in a
rotary Kiln. A stats-of-the-art modern R&D facility has been
established along with a chemical laboratory to conduct the
monitoring process.
Coal: Sourced from the nearby Talcher Coalfields, with an 18.5
km captive railway system linking the power plant to the
coalfields.
Water: Supplied from the River Brahmani through a 7 km long
triple circuit pipeline.
Bauxite: Although not directly used by the power plant,
NALCO's alumina refinery at Damanjodi uses bauxite as a raw
material, which is then converted into alumina and used in the
aluminium smelter at Angul.
Poly Aluminium Chloride (PAC): Used for treatment of raw
water, conforming to IS: 15573:2005 or latest revision.
Boric Acid: Used in the power plant, with a typical chemical
analysis of Boric Oxide (B2O3): 56.22%, Water (H2O):
43.58%, and Chloride (Cl): 0.01%.
2.4 Products and Services:
The company has created economically viable manufacturing assets
for production of Special Aluminium and more products, “The
products and services are as follow:
NALCO Angul Captive Power Plant's primary products and services:
Products:
1. Electricity: The power plant generates 960 MW of electricity,
which is used to power NALCO's aluminium smelter and other
operations.
2. Steam: The plant also produces steam, which is used in the
alumina refinery and other processes.
Services:
1. Power Generation: The captive power plant provides a reliable
source of electricity to NALCO's operations, reducing dependence on
external power sources.
2. Steam Supply: The plant supplies steam to the alumina refinery
and other processes, supporting the production of alumina and
aluminium.
3. Energy Management: The power plant's energy management
services help optimize energy consumption, reduce energy costs, and
minimize environmental impact.
4. Maintenance and Repair: The plant provides maintenance and
repair services for its equipment and facilities, ensuring optimal
performance and minimizing downtime.
5. Training and Development: The power plant offers training and
development programs for its employees, focusing on operational
excellence, safety, and environmental sustainability.
By-Products:
1. Fly Ash: The power plant generates fly ash, which is used in the
production of cement, concrete, and other construction materials.
2. Bottom Ash: The plant also produces bottom ash, which is used as
a raw material in the production of cement, concrete, and other
construction materials.
2.5 Mission and Vision:
Mission:
1. To generate reliable and efficient power to meet the energy
requirements of NALCO's aluminium smelter and other operations.
2. To maintain high standards of safety, environmental sustainability,
and social responsibility.
3. To optimize energy consumption and reduce costs through efficient
operations and maintenance.
4. To provide training and development opportunities for employees
to enhance their skills and knowledge.
Vision:
1. To be a world-class captive power plant, recognized for its
operational excellence, safety, and environmental sustainability.
2. To achieve 100% reliability and availability of power supply to
NALCO's operations.
3. To reduce carbon footprint and greenhouse gas emissions through
the adoption of clean technologies and best practices.
4. To be a preferred employer, providing a safe and healthy work
environment, and opportunities for growth and development.
Chapter - 3
Award and Recognition
1. 2010 - National Energy Conservation Award:
NALCO’s Angul CPP received the prestigious National Energy
Conservation Award for its energy efficiency efforts, specifically for
reducing energy consumption and improving operational efficiency.
2. 2012 - Green Power Award:
NALCO Angul CPP was awarded the Green Power Award for
adopting green practices in its power generation process, contributing
significantly to environmental sustainability.
3. 2013 - Award for Best Power Plant Operations:
The Angul CPP was recognized for its excellence in power plant
operations, which included aspects like load management,
maintenance, and optimization of power generation.
4. 2015 - ISO 50001 Certification (Energy Management System):
The plant received the ISO 50001 certification for Energy
Management Systems, demonstrating its commitment to reducing
energy consumption and improving energy performance in line with
international standards.
5. 2017 - CII Award for Energy Efficiency:
The plant won the Confederation of Indian Industry (CII) Award for
Energy Efficiency, which recognized NALCO Angul for its
continuous efforts in minimizing energy usage while maintaining high
power production.
6. 2020 - Corporate Social Responsibility (CSR) Award:
NALCO’s efforts in using the captive power plant for cleaner energy
generation and contributing to the local community earned the
company the CSR Award for its role in sustainable development.
7. 2023 - Energy Efficient Power Plant Recognition:
The Angul CPP was again acknowledged for its operational
efficiency, particularly in terms of its energy generation and the
adoption of clean and green technologies.
These awards and recognitions reflect the sustained efforts of
NALCO’s Angul Captive Power Plant in achieving energy efficiency,
sustainability, and community welfare while maintaining high
standards of operational excellence.
NALCO's Captive Power Plant at Angul has received several awards
and recognitions between 2010 and 2025. Here are some notable
ones:
- Honorable Mention for Excellence in Corporate Social
Responsibility (CSR) at the National CSR Awards 2018 by the
Ministry of Corporate Affairs.
- SCOPE Award of Excellence in the Navratna/Maharatna category
and SCOPE Meritorious Award for CSR in 2017.
- PSE Excellence Award for CSR in 2011, in the Maharatna and
Navratna category.
- Best Listed CPSE Award from the Prime Minister in 2010.
- 5-Star Rating status to Panchpatmali Bauxite Mines by the Ministry
of Mines in 2017
These awards recognize NALCO's commitment to social
responsibility, environmental sustainability, and operational
excellence.
Between 2010 and 2025, NALCO's Captive Power Plant (CPP) at
Angul, Odisha, has achieved several notable awards and recognitions:
2015: The CPP received an award for 'Proactive Climate Change' for
implementing a pilot project on carbon sequestration using algae to
reduce carbon emissions.
2023: The plant was honored with the 24th National Award for
Excellence in Energy Management, recognizing its significant
contributions to energy efficiency.
2024: NALCO's Smelter & Power Complex at Angul received the
25th National Award for Excellence in Energy Management, further
highlighting its commitment to energy conservation.
These accolades underscore NALCO's dedication to environmental
sustainability and energy efficiency in its operations.
NALCO's Captive Power Plant at Angul has received several awards
and recognitions between 2010 and 2025. Here are some notable
ones:
- Honourable Mention for Excellence in Corporate Social
Responsibility (CSR) at the National CSR Awards 2018 by the
Ministry of Corporate Affairs.¹
- SCOPE Award of Excellence in the Navratna/Maharatna category
and SCOPE Meritorious Award for CSR in 2017.
- PSE Excellence Award for CSR in 2011, in the Maharatna and
Navratna category.
- Best Listed CPSE Award from the Prime Minister in 2010.
- 5-Star Rating status to Panchpatmali Bauxite Mines by the Ministry
of Mines in 2017.
These awards recognize NALCO's commitment to social
responsibility, environmental sustainability, and operational
excellence.
Between 2010 and 2025, the Captive Power Plant (CPP) at NALCO’s
Angul facility received various awards and recognition for its
performance and commitment to sustainability:
Chapter – 4
Human Resource Management
Human Resource Management:
Human Resource Management (HRM) refers to the
policies, practices, and systems that influence employees'
behavior, attitudes, and performance.
HRM deals with the "people" dimension of the
organization1 Since every organization is made up of people,
acquiring their services, developing their skills, motivating
them to higher levels of performance, and ensuring that they
contribute their maximum through commitment and
involvement are essential for achieving organizational
objectives.
Organizations that are able to acquire, develop, motivate
and retain talented human resources will be both effective and
efficient. If human resources are neglected or mismanaged,
the organization is unlikely to succeed. Effective HRM has
been shown to enhance company performance by contributing
to employee and customer satisfaction, innovation,
productivity, and development of a favorable reputation for
the company. It has now been well recognized that it is the
organization's employees and its HR Policy and Practices
which provide competitive advantage to an organization,
because they cannot easily be duplicated or imitated by the
competitors 3 NALCO CAPTIVE POWER PLANT. believes
that its employees are the most crucial resource to achieve
organizational goals. To realize the full potential of
employees, the company has formulated a comprehensive HR
policy which is incorporated in its corporate plan.
3.1 Trade union:
Indian trade union act 1926 define trade union means any
combination, weather temporary or permanent formed
primarily for the purpose of regulation the relations between
workman and workman or for imposing restrictive conditions
on the conduct of any trade union or business and includes
any federation of two or more trade unions. It is organised by
workers to get united and assume strength to fight against the
justice which are inflicted on them.
3.2 Industrial Disputes:
In industrial under taking, the interests of two groups like
employer and employee are not common. There also rise of
industrial conflict. Industrial conflict is also human conflict,
which is the root cause of the labour problem. Every
organisation has the need to improve for better production,
good atmosphere of peace and discipline. Thus, the primary
responsibility of each organisation is to avoid industrial
dispute as possible as quick In NALCO CAPTIVE POWER
PLANT LTD there were no disputes arose last 10 years back.
3.3 Worker's Participation in Management:
It is important that the WPM does not operate in vacuum
the following are the conditions to be satisfied to make the
WPM effective or successful:
1. The objectives of WPM should be closely set by the
parties concerned.
2. There should be a democratic, strong and
representative union of workers to participate in management.
3. There should be sincere feeling of participative
management at all levels. Rigidity in terms of participation
distorts the atmosphere for participative management.
4. There should be continues communication and
consultation between the workers and management in matters
affecting their functioning.
While discussing about the effectiveness of the participative
management it is worth mentioning that effectiveness based
on one parameter or a set of parameters may very across
culture. Each country and organisation have a unique culture
of its own. As since VIZAG group was the pioneer in
introducing WPM in India hence, it seems in the fitness of
context to present the VSP experience in VSP.
3.4 Grievance Redressal System:
The Steel Plant aims at giving top priority to the redressal of
grievances of its employees on time. Well-structured
grievance machinery has been put in place to receive and
settle grievances of employees at different levels, so as to
enhance the overall satisfaction levels of the employees.
Besides, formal grievance redressal machinery for executives
and non-executives, informal channels sensitive to the needs
of the employees have also been introduced in addition to
formal forums like face to face interaction between the
employees and CMD and an internet-based system.
Chapter – 5
Human Resource Practices
4.1 PRESENT MAN POWER STRENGTH:
Money. Material, Machinery, men are the important aspects
of every organization. Apart from these, man is important
aspect. For succession of any organization, skilled man power
is highly required.
In NALCO, there are 5038 Executive, 10,75 Non-Executive
and more than 16,368 out sourcing employees working in
their organization. Most of the work in NALCO is done by
their contractual employees.
4.2 Recruitment:
In NALCO the prime consideration for recruitment shall
continue to be efficiency, qualification and suitability for the
job. Before recruitment from outside is considered possible
promotion from the existing carder is explored. Other factor
being equal performance is given to existing workmen for the
personnel development. The NALCO is always looking for
talented, experienced and desire professional candidates for
work with company.
The NALCO always focus on the recruitment from internal
sources, because recruitment from inside the organization
always have a god impact on the employee, the feel secure.
4.3 Selection Procedures:
The selection procedures for NALCO's Captive Power Plant
at Angul typically involve the following steps:
Selection Process
1. Advertisement and Notification
2. Online Application
3. Eligibility Screening
4. Written Examination
5. Personal Interview
6. Medical Examination
7. Verification of Documents
8. Final Selection
4.4 Training and development:
Training and development is an important function in RNIL,
assigned with the responsibility of building capability within
the organization to conduct business optimally in the present
and prepare the organization with capability to meet the
challenges of the organization for the future. The
programme’s can be broadly grouped under the following: -
1. Competency based programme
2. Core development programme
3. Orientation programme
4.5 Wage and Salary Administration :
Here's an overview of the wage and salary administration for
different categories of workers at NALCO's Captive Power
Plant in Angul:
Categories of Workers and Salary Ranges
1. Executive Cadre: ₹29,100 - ₹1,20,000 per month
I. General Manager: ₹1,20,000 per month
II. Deputy General Manager: ₹90,000 per month
III. Assistant General Manager: ₹70,000 per month
2. Non-Executive Cadre: ₹10,500 - ₹54,500 per month
I. Junior Engineer: ₹25,000 per month
II. Senior Engineer: ₹40,000 per month
III. Technician: ₹18,000 per month
3. Workmen Category: ₹8,000 - ₹25,000 per month
I. Skilled Worker: ₹15,000 per month
II. Semi-Skilled Worker: ₹12,000 per month
III. Unskilled Worker: ₹8,000 per month
IV. Contract Workers: ₹6,000 - ₹15,000 per month
Chapter -6
Employee Welfare Amenties
Here are the welfare measures and facilities provided by
NALCO's Captive Power Plant in Angul:
5.1 Welfare Measures:
1. Medical Facilities: A well-equipped hospital with doctors,
nurses, and other medical staff.
2. Accommodation: Company-provided quarters for
employees, with basic amenities like water, electricity, and
sanitation.
3. Canteen Facilities: A subsidized canteen providing meals
and snacks to employees.
4. Recreational Facilities: A club with facilities for sports,
games, and cultural activities.
5. Education Assistance: Financial assistance for employees'
children's education.
6. Loan Facilities: Interest-free loans for employees for
various purposes, such as marriage, education, and medical
emergencies.
5.2 Facilities:
1. Transportation: Company-provided transportation for
employees to and from work.
2. Sports Facilities: Facilities for sports like cricket, football,
basketball, and tennis.
3. Gymnasium: A well-equipped gymnasium for employees'
fitness and well-being.
4. Library: A library with a collection of books, journals, and
magazines.
5. Community Development: Programs for community
development, such as health camps, blood donation camps,
and environmental awareness programs.
6. Employee Assistance Program: A program providing
counseling and support services for employees' personal and
professional problems.
5.2 Safety Measures:
Striving for zero Accidents and Injuries:
1. Safety Training: Regular safety training programs for
employees.
2. Personal Protective Equipment: Provision of personal
protective equipment (PPE) like helmets, gloves, and safety
shoes.
3. Fire Safety: Fire safety measures, including fire
extinguishers, fire alarms, and regular fire drills.
4. Emergency Response Plan: An emergency response plan
in place for any accidents or emergencies.
5. Regular Health Check-ups: Regular health check-ups for
employees to monitor their health and detect any health
problems early.
5.3 Employee Recognition and Rewards:
1. Employee of the Month/Year Award: An award to
recognize and reward outstanding employee performance.
2. Long Service Award: An award to recognize employees'
long service and dedication.
3. Suggestion Scheme: A suggestion scheme to encourage
employees to suggest ideas for improvement and reward them
for their contributions.
4. Team Building Activities: Regular team-building activities
to promote teamwork and collaboration among employees.
5.4 Medical facilities:
Dispensary cum first aid centre with modern amenities with
qualified medical officer and staff is provided. Apart from
first aid treatment essential machinery are supplied to the sick
employees. RINL Steel organize severally health camps for its
worker with the help of its medical team comprising a
professional doctor and paramedical staff. Preliminary check-
ups are conducted and medicines distributed free of cost.
5.5 Education facilities:
Under the workers scheme by Central Workers Education
Board RINL had been sponsoring for training workers. VSL
helps to propagate knowledge at grass root level and the
ageing worker of the organisation through its formal
education programme. It also conducts several educations
training program inside premises to develop the efficiency the
worker.
5.6 Transport facilities:
RINL Steel Limited provides bus to their employee to come to
the work place. RINL Steel provides adequate facilities for the
employees regarding transport from their home to work place
and vice versa. The facilities provided are taken care of by a
separate department which monitors the day to day functions
in a smooth manner.
Chapter – 7
CSR Activities
6. Corporate Social Responsibilities (CSR):
Corporate social Responsibility is a management concept
whereby companies integrate social and environmental
concerns in their business operations and interactions with
their stakeholders.
People Care
Self-Employment training proved Youth & house Self
Invocational Training, Beauty LMV driving, wives making.
Embodiment phonetician etc., and Dress etency
developmental programs through Jan Shikshan Sansthan &
ITI
Education
Community
Development
Self
Imroveme Training &
nt Development
CSR MISSION OF NALCO:
To work with communities in the vicinity of Nalco
projects as partners for sustainable development.
To take up sustainable development projects to support
education, health, drinking water and basic amenities
along with income generation programmes.
To empower women to find a rightful place in nation
building;
To empower children, differently abled persons
(including physically and mentally challenged), old and
destitute persons for a dignified living.
To promote art, culture, heritage and sports, with
emphasis on tribal art and culture, in the vicinity of
Nalco projects.
To promote environmental conservation measures.
The Dictum
At Nalco, “Let all be happy” is the guiding spirit, which is
embedded in the company’s CSR logo. While trying to
suffuse happiness, the company remembers the words of
Mahatma Gandhi: “Whenever you are in doubt … recall the
face of the poorest and the weakest man whom you may have
seen and ask yourself if the step you contemplate is going to
be of any use to him? Will he gain anything by it? Will it
restore him to control over his own life and destiny? That test
alone can make our plans and programmes meaningful.”
Along with its business, Nalco lays special emphasis on its
Corporate Social Responsibility (CSR) activities. The
company has come to represent a better quality of life for
communities residing in the vicinity of its plants and facilities.
The company has comprehensively addressed the problems of
rehabilitation of displaced families with adequate
compensation, housing and employment to the extent feasible.
These apart, the company assigns high importance to
promotion and maintenance of a pollution free environment in
all its activities.
The Formative Years
When the company started its activities in Orissa in 1981,
there was no such nomenclature like CSR. All that the
company felt was its Moral Responsibility towards the
society. But today, CSR has become a buzzword in the
corporate world. More and more organizations are waking up
to this belated realization that beyond productivity and
profitability, it is the social accountability that determines
their image. Presently, even before the land is acquired and
foundation stone laid for a project, the company launches its
CSR activities in the area. It is presumed that on a solid CSR
foundation, a strong business empire can be built.
Health Care
General Checkup
Health Camp
COVID Care Centre
De-addiction Camp
Environmental Care
* Through CSR we have executed a unique project named
NALCO has planted over 6 million trees across more than
3,000 hectares NALCO has planted trees along the highway
from Bhubaneswar to Cuttack, has been addressed. The flow
of water from natural spring to storage tank is due to gravity
and does not require any electrical power supply to operate.
The supply is perennial so the water problem is solved
permanently. NALCO has a captive power plant with
electrostatic precipitators to reduce emissions NALCO has an
ash pond that recycles wastewater and doesn't discharge
waste.
Plantation
Programme
in Different
Aera
Chapter – 8
Conclusion
7. Conclusion and Suggestion:
Analysis of the data or information of the study of any
organisation or institution or a system is one of the important
works to be done by a researcher. This is the final chapter in
which an attempt is made to integrate the information. In this
forgoing chapter discussion has been made about different
aspects or Industrial Relations practices of NALCO.
However, the researchers tried his best to fix up loose ends in
order to draw certain meaningful conclusion about the
industrial relations practices in the organisation.
The style of management of NALCO. works can be
considered as participation one.
A critical evaluation of the organisation structure revealed that
the personnel department is totally independent one. But the
structure neglects the functions like manpower planning,
scientific recruitment etc., through the organisation claims to
have a pyramid call structure but it is not actually show. At
some level their deficit manpower and at some level there are
surplus manpower, which is not conductive at its efficiency.
So, it may be suggested that the manpower planning should be
done strictly and properly. The department has to be equipped
with adequate number of qualified and preferential competent
personnel.
