Job Satisfaction Project

A PROJECT REPORT
ON
JOB SATISFACTION
A Case Study with Reference to
CENTRAL COALFIELDS LIMITED
(A Government of India Undertaking)
RANCHI
JHARKHAND

Submitted to Vishwa Vishwani School of Business
In partial fulfillment for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
(Human Resource)

Submitted by
SMRITI RAJ

Under the Guidance of
CHINMAY DAS
(ASST. PROFESSOR OF VISHWA VISWHWANI SCHOOL OF BUSINESS)

Department of Business Management
Boston House, Thumkunta (P.O.),
Hakimpet (via) Hyderabad -500078. A.P.

BONAFIDE CERTIFICATE

This is to certify that the project titled A STUDY ON EMPLOYEE JOB SATISFACTION AT
C.C.L. is a bonafide record of work carried out by Miss SMRITI RAJ during the second semester,
under my guidance, in partial fulfillment of the requirements for the award of the degree of MASTER
OF BUSINESS ADMINISTRATION under VISHWA VISHWANI SCHOOL OF BUSINESS.

PROJECT GUIDE HEAD OF DEPARTMENT

Mr. Chinmay Das Mr. Ch Mahesh Kumar

College Seal

D E C L A R A T I O N

I, SMRITI RAJ a student of College VVSB, pursuing MBA course hereby declare that the
project work entitled EMPLOYEE JOB SATISFACTION carried on in CENTRAL
COALFIELDS LIMITED (CCL), and its value added services is an original work carried out by
me availing the guidance of my project guide to my entire satisfaction. This report bears no
resemblance with any other report submitted to Osmania University during the current academic year,
earlier to another university for the award of any degree of diploma. I am presenting this during the
year 2013-2015 in partial fulfillment of Master of Business Administration.

I also declare that this project report work is not submitted to any other university for any degree.

Date: ____________ Smriti Raj

ACKNOWLEDGEMENT

The perfect way to document this project would be to start with acknowledging all those people who
directly or indirectly encouraged, supported me with their value added inputs without them this
project would not have been this better.
To start with I would like to thank Mr. P.K.Singh, Sr. Manager (Personnel- Recruitment) CCL for
giving me an opportunity as an internee in their esteem company.
My sincere thanks to my faculty Mr. Chinmay Das for helping in me out various aspects of my
project and I would like to thank college management for coordinating with me all during this one
month of my project.
I would like to owe my sincere appreciation to all the Employees of Central Coalfields Limited who
provided a friendly environment and supported throughout my project.
Finally I would like to acknowledge Miss. Priyanka, Assistant Manager (HR/P), Central Coalfields
Limited (CCL) for her value added inputs, support, and coordination all through my project.

INDEX

Table of contents:

1. Introduction
2. Need for the study
3. Objectives of the study
4. Scope of the study
5. Review of literature
6. Company profile
7. Methodology / approach
8. Graphical interpretation of the survey
9. Limitations of the study
10. Findings
11. Recommendations
12. Bibliography
13. Annexure (Questionnaire)

INTRODUCTION

"People don't leave their jobs, they leave their managers."
The term Employee Satisfaction was brought to limelight in 1935.the studies conducted prior to 1933
by Hoppock observed that Employee Satisfaction is combination of psychological, physiological and
environment circumstances that cause a person to say I am satisfied with my job.
Employee satisfaction is essential to the success of any business. A high rate of employee
contentedness is directly related to a lower turnover rate. Thus, keeping employees satisfied with their
careers should be a major priority for every employer. While this is a well-known fact in management
practices, economic downturns like the current one seem to cause employers to ignore it. In order to
execute well-informed business decisions, managers need more than a ledger of numbers to understand
what is really taking place on the front line.
Job satisfaction is a topic of wide interest to both people who work in organizations and people who
study them. Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on
the job. Job satisfaction describes how content an individual is with his or her job. The happier people
are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation,
although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods
include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and autonomous work groups.
Job satisfaction is a very important attribute which is frequently measured by organizations. The most
common way of measurement is the use of rating scales where employees report their reactions to
their jobs.
Job satisfaction is very important not only for employees but also for the success of the organization
because if an employee is not satisfied with his job then he will not be loyal with the organization and
dissatisfaction with a job and/or lack of loyalty to the organization, may search for other jobs. Job
satisfaction can also define as the extent to which employees like their jobs.
Although committed and loyal employees are the most influential factor to becoming an employer of
choice, it's no surprise that companies and organizations face significant challenges in developing
energized and engaged workforces. However, there is plenty of research to show that increased
employee commitment and trust in leadership can positively impact the company's bottom line. In
fact, the true potential of an organization can only be realized when the productivity level of all

individuals and teams are fully aligned, committed and energized to successfully accomplish the goals
of the organization.
As a result, the goal of every company should be to improve the desire of employees to stay in the
relationship they have with the company. When companies understand and manage employee
loyalty - rather than retention specifically - they can reap benefits on both sides of the balance sheet
i.e., revenues and costs.
Hoppock (1935) first proposed the concept of employee satisfaction, according to him it is the
individual response or happiness of employees with objective and emotional facet of their work
environment Employee satisfaction, also called job satisfaction.
Locke (1976) proposed the theory of value, and suggested that employee satisfaction does not address
individual desires, but associated with employees needs or principles. In case of a good salary
package, work environment and chances to prospect in the future, may positively influence the
employees loyalty and ultimately increased job satisfaction.
Satisfaction is a good measure to evaluate personal attitude to the professional activity of enterprises.
It also expresses a level of happiness of a person in his professional environment connected with
interpersonal relations with colleagues and superiors. Employee satisfaction is a key part of successful
business. Knowing the employee needs and achieving satisfaction are the basis for successful business
activities the employee feedback is most important source of information for improving product and
services. Satisfied and convinced employees ensure the companys success in the long term.
As proper breathing and diet is necessary to healthy human being so as is contentment to the job
satisfaction. This contentedness ultimately acts as a key factor to human resource development.

NEED FOR THE STUDY

A company is only as strong and successful as its members, its employees, are. By measuring
employee satisfaction in key areas, organizations can gain the information needed to improve
employee satisfaction, retention, and productivity.
Employees who arent satisfied with their jobs are very likely to leave. If they dont leave they can
become a source of bad morale and do a great deal of harm in the organization. In many cases
employers without proper data will assume the wrong reasons for employee dissatisfaction. Many
bosses will automatically think that money is the top reason for leaving a job. Wouldnt it be better to
have real data and react accordingly?
Surveying employees on a regular basis is a great way to stay in touch with the pulse of the business.
This study is undertaken to find out the level of job satisfaction among the employees of C.C.L.
Moreover, this study is to know the impact of working conditions, company policies and its impact on
the employees job satisfaction. This study will help the organization to design their job satisfaction
programme. Management can decide whether the existing job satisfaction programme should be
continued or revised.

OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine level of job satisfaction among the CCL
employees and to know the problems faced by the employees of the various categories. The specific
objectives are as follows:

To present a profile of CCL and organizational structure etc.

To study the level of job satisfaction in SBI

To observe the level of satisfaction among of employees relating to the nature of the job and
other factors.

To identify the extent of job satisfaction in the CCL employees and its impact on the job
performance of the employees.

To evaluate the working environment in CCL.

To examine satisfaction regarding the salary and other benefits of its employees.

To suggest suitable measures to improve the overall satisfaction of the employees in the
organization.

To study the effects and outcomes of job dissatisfaction

To measure the level of job satisfaction in relation to various factors like the physical and social
environment, training and development, goals, rewards remuneration etc.

To find out the expectations of Employees from Management.
To compare the satisfaction in different levels i.e. female and male Employees, juniors and
seniors within different department.
To analyze employee loyalty towards company and to understand the commitment of
management towards employee, in terms of trust empowerment, etc.
To study the areas of improvement and give suggestions for future improvement of the
company.

.

SCOPE OF THE STUDY

The scope of the study consists of data collection from the employees of CCL through the
questionnaire regarding the facilities provided by CCL to motivate employees and to know the
benefits they are getting and the study also covered the suggestions given by the employees to
motivate them.

REVIEW OF LITERATURE

Job satisfaction is defined as all the feelings that an individual has about his/her job. Researchers
have attempted to identify the various components of job satisfaction, measure the relative
importance of each component of job satisfaction and examine what effects these components have
on workers productivity.
Maslow (1954) suggested that human needs form a five-level hierarchy ranging from
physiological needs, safety, belongingness and love, esteem to self-actuali- zation. Based on
Maslows theory, job satisfaction has been approached by some researchers from the perspective
of need fulfillment.
Herzberg (1959) formulated the two-factor theory of job satisfaction and postulated that
satisfaction and dissatisfaction were two separate, and sometimes even unrelated phenomena.
Intrinsic factors named motiva- tors (that is, factors intrinsic to the nature and experience of doing
work) were found to be job satisfiers and included achievement, recognition, work itself and
responsibility. Extrinsic factors which they named hygiene factors were found to be job
dissatisfiers and included company policy, administration, supervision, salary, interpersonal
relations and working conditions. Herzberg and Mausners Motivation-Hygiene theory has
dominated the study of the nature of job satisfaction, and formed a basis for the development of
job satisfaction assessment. Thus job satisfaction is the affective orientation that an employee has
towards his or her work. It can be considered as a global feeling about the job or as a related
constellation of attitudes about various aspects or facets of the job. The global approach is used
when the overall attitude is of interest while the facet approach is used to explore which parts of
the job produce satisfaction or dissatisfaction.
Kennerly (1989) investigated the relationship among administrative leadership behaviors,
organizational characteristics, and faculty job satisfaction in baccalaureate nursing programs of
private liberal art colleges. The existence of organizational behaviors such as mutual trust, respect,
certain warmth, and rapport between the dean/chair and the faculty member was a predictive factor
in the development of nurse faculty job satisfaction. Findings of this study revealed greater
leadership support, work involvement, and lower levels of role conflict and stress-influenced job
satisfaction for both groups studied.
Moody (1996) reported a relationship between number of years teaching in the institution and
satisfaction with the job, salary and coworkers. Spector (1997) has reviewed the most popular job
satisfaction instruments and summarized the following facets of job satisfaction: appreciation,

communication, co-workers, fringe benefits, job conditions, nature of the work itself, the nature
of the organization itself, an organizations policies and procedures, pay, personal growth,
promotion opportunities, recognition, security and supervision, Job satisfaction and its relating
factors. He also felt that, the above approach has become less popular with increasing emphasis
on cognitive processes rather than on underlying needs so that the attitudinal perspective has
become predominant in the study of job satisfaction.
Truell (1998) stated that with limited studies regarding job satisfaction among faculty in
community colleges, the study of job satisfaction is essential due to the increasing number of
student enrollments. Truell (1998) found that faculty in their sample were more satisfied with the
job itself.
Doughty (2002) studied Nurse Faculty at a small Liberal Arts College assessing perception of
Nurse Faculty regarding their work environment. Factors most appreciated by faculty were
involvement, coworker cohesion, supervisor support, and autonomy. This study showed that many
factors contribute to job satisfaction of Nurse Faculty.
Castillo and Cano (2004) conducted a study at an agricultural college at a large university by using
the Herzberg's theory and the Wood Faculty Satisfaction/ Dissatisfaction Scale (WFSDS) to
explore the factors that explain job satisfaction. Their findings showed that the work itself was the
most important factor that contributed to job satisfaction, with working conditions being the least
important. However, they did report that all of the factors of the Herzberg's theory were moderately
related to job satisfaction. The increase in enrollment and the demands placed on faculty by the
community, hospitals, and the college to produce a larger number of nursing graduates appears to
be affecting morale and overall job satisfaction.
Brady (2007) reported that many of the factors that affect nurse faculty in baccalaureate- and
graduate degree nursing programs have a consequence on the retention of nurse faculty in
associate-degree nursing programs as well. Various studies discussed shows that job satisfaction
has been studied with relevance to co-worker behavior supervisor behavior, pay and promotion,
organizational factors and other work related factors. In some studies the employees were highly
satisfied or otherwise. Dominating studies in job satisfaction are available on nursing, teachers,
doctors etc. The gap in this literature is the negligible studies available in Ranchi with special
reference to CCL employees that has allowed to find out the factors influencing employee job
satisfaction in CCL, Ranchi. Therefore this study will form a base for future researchers to conduct
studies with respect to CCL in Ranchi / Jharkhand, India.

COMPANY PROFILE

Central Coalfields Limited The Historical March

Central Coalfields Limited is a Mini-Ratna Company since October 2007. During 2009-10, coal
production of the company reached its highest-ever figure of 47.08 million tones, with net worth
amounting to Rs. 2644 crore against a paid-up capital of Rs. 940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd) was
one of the five subsidiaries of Coal India Ltd. which was the first holding company for coal in the
country (CIL now has 8 subsidiaries).

Early History Formation of NCDC (Pre-nationalization)

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as Government-
owned Company in pursuance of the Industrial Policy Resolutions of 1948 and 1956 of the
Government of India. It was started with a nucleus of 11 old state collieries (owned by the Railways)
having a total annual production of 2.9 million tons of coal.

Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal belt in
West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few other areas in
Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chhattisgarh also) and Orissa.

From its very beginning, NCDC addressed itself to the task of increasing coal production and
developing new coal resources in the outlying areas, besides introducing modern and scientific
techniques of coal mining.

In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its production from
new collieries, to be opened mainly in areas away from the already developed Raniganj and Jharia
coalfields. Eight new collieries were opened during this period and the production increased to 8.05

Million tons by the end of Second Plan.

During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger
production capacity, it could not be utilized due to a sluggish domestic coal market. Production had,
therefore, to be pegged down and the development of several collieries undertaken from the early
part of the Plan period, had to be suspended. By this time, the contribution of NCDC to the nations
coal production (67.72 million tons) increased to around 9.6 million tons.

With gradual rise in the demand of coal due to commissioning of new power plants and development
of other coal-based industries during Fourth Five Year Plan (1969-1974), NCDCs production
increased to 15.55 million tons by the terminal year of Fourth Five Year Plan, i.e., 1973-74.

Fig. Shovel loading a bottom
discharge dumper in an opencast
mine in 1977-78
Fig. Shovel loading a rear discharge
dumper in an opencast mine 2009-
10

NCDC played a pioneering role in Indias coal industry by introducing large-scale mechanization
and modern and scientific methods of coal mining for promoting conservation of high grades of coal
and exploiting deep coking coal seams necessitating heavy capital investment and sophisticated
technical skill. NCDC went in for foreign collaboration with countries such as Poland and the USSR
besides limited collaboration with Japan, West Germany and France.
NCDCs role can be truly assessed by its contribution towards growth of new coal resources in, what
are known as, the outlying areas. The opening of new mines in Madhya Pradesh, Orissa and
Maharashtra brought about a significant change in these regions by creating new opportunities of
industrialization and employment. Development of the Singrauli coalfields has brought coal almost
to the door steps of northern India.

With the development and application of improved mining techniques, emphasis on planning, design
and research; introduction of modern mine management systems and an enlightened industrial
relations policy, NCDC was able to provide the infrastructure for the total nationalization of coal
industry in the country.

Nationalization of Coal Mines:

A major event in the history of Indian coal industry during the Fourth Plan Period (1969-74) was the
nationalization of the erstwhile privately owned coal mines in two phases. In the first phase, the
management of coking coal mines was taken over by the Government of India on 17th Oct. 1971 and
nationalization was effective from 5th January 1972. A state owned company, Bharat Coking Coal
Ltd. was formed for managing coking coal mines. For convenience of management, BCCL collieries
in the East Bokaro coalfields in Bihar (now Jharkhand) were transferred to NCDC, and its projects in
Central Jharia region viz., Sudamdih and Moonidih deep shaft mines were handed over, in stages to
BCCL.

In the second phase of nationalization, the management of non-coking coal mines in the country,
excepting the captive coal mines of the two steel plants, viz, TISCO and IISCO, was taken over by
the Government on 31st January 1973. These mines were subsequently nationalized with effect from
1st May 1973 and another state-owned company, Coal Mines Authority Ltd. (CMAL) came into
being with headquarters at Calcutta (now Kolkata) to manage and develop NCDC collieries and
other newly nationalized units. NCDC itself, in this process, became a division of CMAL which
owned 36 collieries under commercial production in Bihar, Orissa, Madhya Pradesh and
Maharashtra, besides four coal washeries, one by-product coke oven plant, two large central
workshops and manpower of about 71,000.

The formation of CMAL witnessed regrouping of the coal mines into three divisions, namely,
Western, Central and Eastern. The regrouping had to be done for the convenience of management,
keeping in view the geographical location of the collieries.
As a result, NCDC units located in the States of Maharashtra and Madhya Pradesh, with the
exception of Singrauli coalfields, became a part of the Western Division.

The Central Division consisted of all the old collieries of NCDC in Orissa and Bihar (except
Sudamdih and Moonidih which had been handed over to BCCL) and those acquired by
CMAL after take-over in Giridih, East Bokaro, West Bokaro, South Karanpura, North

Karanpura, Hutar & Daltongunj Coalfields in Bihar. The Central Division consisted of 64
collieries, four coal washeries, one by-product coke oven plat, on bee-hive coke plant and
one central workshop having a manpower of 1,11,500.

Formation of CCL

The CMAL, with its three divisions continued upto 1st November 1975 when it was renamed
as Coal India Limited (CIL) following the decision of Govt. of India to restructure the coal
industry. The Central Division of CMAL came to be known as Central Coalfields Limited
and became a separate company with the status of a subsidiary of CIL, which became the
holding company.

Vision
"Committed to create eco-friendly mining"

The Mission of CCL is to produce and market the planned quantity of coal and coal products
efficiently and economically with due regard to safety, conservation and quality.

The main thrust of CCL in the present context is to orient its operations towards market
requirements maintaining at the same time financial viability to meet the resource needs.

Mission

"To become a World class, I nnovative, Competitive & Profitable
Coal Mining Operation to achieve Customer Satisfaction
as top priority."

Objectives
Coal mining through efficiently operated mines.
Besides fulfilling coal needs of the customer in terms of quantity, focus on quality, value
addition and beneficiation to the satisfaction of the customers.
Marketing of coal as main product

Geological Coal Reserves in CCL Command Area up to 300m & above depth
(As on 01.04.2009)
Reserve Depth 0-300 m Depth 300-1200 m
Total
(BT)

Proved
(BT)
Indicated
(BT)
Inferred
(BT)
Total
(BT)
Proved
(BT)
Indicated
(BT)
Inferred
(BT)
Total
(BT)

Coking Coal 6.459 3.942 0.048 10.449 0.967 5.093 1.613 7.673 18.183
Non-Coking Coal 10.612 3.490 1.090 15.191 0.576 3.481 2.115 6.172 21.364
Total 17.041 7.432 1.138 25.641 1.543 8.574 3.728 13.845 39.550
65% 35%

CCL Reserve at Depth 0-1200 m Coal Reserve
Proved
(BT)
Indicated
(BT)
Inferred
(BT)
Total
(BT)
Total India
(BT)
CCL % in Total India
Reserve
18.614 16.00 4.866 39.55 267.210 15%

Presently CCL has

Number of Mines
58 Operative Mines
(21 Underground & 37 Opencast mines)
Washeries
7 Washeries
4 Coaking Coal Washeries (Kathara, Rajrappa, Kedla &
Sawang)- throughput capacity of 9.35 MTPA
3 Non-Coking Coal Washeries (Piparwar, Kargali & Gidi) -
throughput capacity of 11.72 MTPA
Repair/Workshops
1 Central Workshop (ISO 9001) at Barkakana
5 Regional Repair/Workshops (3 w/s are ISO 9001) at
Jarandih, Tapin North, Dakra, Giridih & Bhurkunda
Operating Coalfields
6 Coalfields (East Bokaro, West Bokaro, North Karanpura,
South Karanpura, Ramgarh & Giridih)

Mission_________________

To provide quality life to the employees and their family members and the village population
living nearby the work place"

Objectives______________
To provide better life and health.
To make the employees happy and satisfied.
To improve intellectual, cultural and material conditions of living of the employees.

Central Coalfields Limited adopts a multi-disciplinary approach for welfare
incorporating health, family welfare, education, drinking water and sanitation, While
utilizing the Welfare Funds, more emphasis is laid on the projects for providing Clean
Drinking Water, Health & Medical Care and Education.

Main thrust area______________
Development of Infrastructural Facilities
Health Care and Family Welfare
Education
Promotion of Sports and Culture

The activities undertaken under the above thrust areas are as under:
Development of Infrastructural Facilities: Central Coal Fields has been endeavoring to
improve the quality of life of their employees by providing better welfare amenities.
Housing: Housing is a basic human need and it deserves special attention. There has been
significant improvement in repair/maintenance/upkeep of quarters and sanitation jobs in the
colonies. Total no. of permanent houses are 60405.Percentage of satisfaction of permanent houses
as well as temporary house is 100% as on date.
Health Care and Family Welfare: CCL has 14 nos. of Hospital and 52 nos. of Dispensary
having strength of 795 nos. of bed with the availability of 250 number of doctors. Company
owns 111 nos. of ambulances. Medical cards are issued not only to the existing employees
but also retiring employees. Medical/Health Camps on Family Planning, Immunization,
AIDS awareness, Pulse Polio, Eye, Blood Donation, Pre and Post-natal Care, Homeopathic
Medicine etc. are being organized at regular interval for health awareness and benefits of
employees and villages of Coal field vicinity.
Education: Specific emphasis is being given by CCL for providing quality educational
facilities to the wards of its employees. There are number of schools running on 10+2
CBSE pattern in the vicinity of CCL.

o Schools: One no. of Kendriya Vidyalaya, 14 nos. of DAV Public Schools and 43
nos. of Privately Managed Schools are getting financial assistance as well as
infrastructural support to schools. CCL is sponsoring/organizing rural
sports/games, sports meets/events and supporting education and research
activities etc.

o Scholarship: The CCL awards scholarships for the meritorious students under the
following schemes.
CIL Scholarship
Scholarship under the CCEBF Scheme

o Tuition fee reimbursement: CCL awards scholarships to meritorious students
pursuing full-time courses in Engineering/Medical to nurture and support talent
among the deserving students belonging to families of non-executive under
NCWA IX.

Promotion of Sports and Culture: Company is paying special attention to develop
sports/games & cultural activities amongst the employees and their wards. CCL has 30
nos. of play ground and 10 nos. of Stadium.

o CCL Football team was the joint winner of 25th CIL Inter Company
Football tournament 2012.
o CCL won the bronze medal in high jump in all India Public Sector
Athletic Meet held at Ranchi in 2012.
o CCL won the bronze medal in shotput throw in All India Public Sector
Athletic Meet held at Ranchi in 2012.
o CCL won 2 gold medals in 3rd Jharkhand State Karate Championship held
at Jamshedpur in 2012.

o Co-operative stores are functioning in the Coalfield areas to supply essential
commodities & consumables at cheaper rate.
o To provide financial assistance, co-operative credit societies are functioning.
o 55 numbers of canteen are functioning at different location.
o Infrastructural facilities are being provided to Nationalized Banks to facilitate the
works to draw their salaries.

CCEBFS (Central Coalfields Employees Benevolent Fund Society):
Employees are getting Scholarship benefits , Sickness Benefit, Death
Payment ,Silver Coins as departure gift ,Daughters Marriage Advance.

SAMMAN SAMAROH: Every month SAMMAN SAMAROH is
organized at HQ and different areas to felicitate employees who are getting
retired every month.

Business and industry have come into existence to promote social growth and social good. They
draw resources from the society and add values to generate wealth. Hence, society and business are
interdependent and business must take full account of societal expectations. A stable social
environment is a pre-requisite for business investment and industrial operations. So industry needs
to facilitate such environment by taking care of the concerns of the society. This is what Central
Coalfields Ltd (CCL) strongly believes in. The Company is a MiniRatna Category I Central PSU in
the family of Coal India Ltd. Once written off as a loss making CPSU, the Company has made a
spectacular turnaround a couple of years ago and has grown strength to strength by registering
record production, productivity, profit and people care (4 Ps).

CCL becoming a MiniRatna Company is the dream comes true of its employees, their family
members and the people of Jharkhand CCL being the largest mining industry in the State. The
community in and around the command areas of the company are having sentimental attachment
with CCL and it enjoys full support of the society, unique amongst mining industry in India.
Sentiment have come to embedded with aspirations and CCL, spreading as it does in seven districts
of the State of Jharkhand, symbolizes not only the industrial might of the State (Jewel of Jharkhand)
but the hopes and aspiration of the people of the State as well.

In this backdrop, the responsibility of CCL as a Corporate entity addressing socio economic and
environmental concerns of the community becomes quite focused. Such focus on community can
albeit CCL C.S.R. is within the Company philosophy reflecting in its VMO.

CCL: Vision, mission & Core Values:

Vision :
To be a leading Energy supplier in the country through best practices of international standard from
mine to market.

Mission:
To produce and market the planned quantity of coal and coal products efficiently and economically
with due regard to safety, conservation and quality.

Objectives
To optimize generation of internal resources by improving productivity, preventing wastage
and to mobilize adequate external resources for meeting investment needs.
To maintain high standards of safety for accident free coal mining through safe mining
practices and continuous safety audit and risk assessment.
To conserve environment through of Committed Plan for reclamation and plantation.
To maintain the quality of ambient air and water within the prescribed norms.
To introduce mass production technology viz. continuous miners etc. for enhancing
underground production of quality coal.
To operate mega opencast projects using high capacity equipment with higher availability
and utilization secured through long term Maintenance and Repair Contract (MARC).
To beneficiate coal on a substantially larger scale by adding new capacities and supplying
quality coal as per customers choice.
To create an enabling environment for full realization of employees potential through
mindset change, customized HRD programmes and synergic teams.
To create an enabling environment for full realization of employees potential through
mindset change, customized HRD programmes and synergic teams.
To provide adequate number of skilled manpower to run the operations and impart technical
and managerial training for upgradation of skill.
To improve worklife balance by better health care, quality life in townships and excellent
educational facilities.

Core Value statement: (4Cs)
Customer Care
Concern for Environment & Safety
Care for employees
Cost consciousness
CCL was formed in 1975 with 63 mines grouped in 11 Areas (26 underground and 37 open cast
with 7 washeries (4 Medium coking coal and 3 non-coking coal) The Company has six

operating coalfields and one Central Workshop (ISO9002 certified) and 5 Regional Workshops, 3 of
them ISO9002 certified.

Command Areas of CCL

Total area of Jharkhand State 79,714Sq. km
Total area of coalfields under command Area of
CCL (12 coalfields)
2,336 Sq. km
Area of CCL mining lease/acquired under
Different Acts
653 Sq. km
Percentage of area of State 0.8%
Land under mining projects where mining
operation is going on/
may start in XI & XII Plan period
500 Sq. km
Percentage of area where mining activities is
going on in
comparison to total area of State
0.6%
Total population of Jharkhand State
2,69,00,000 approx. (Census
2001)
Total population in the CCL Areas who are
affected directly
or indirectly due to mining and related activities
(Average density of population 365/sq.km x 500
sq.km)
1,82,500
Percentage of population affected 0.7%

Total forest covered area in Jharkhand (based on
Average 30% forest cover of its total area)
23,914 Sq. km (approx.)
Total forest land within command area of CCL 200 Sq. km (approx)
Forest land transferred to CCL for mining and
other activities
58.44 Sq. km
(5843.84 Ha)
Percentage of total forest land of the State 0.24%
Money deposited to Govt. as NPV etc Rs.438.36 Crores
Plantation by CCL 6 million trees in 4125 ha
CCL has taken 5843 ha of forest land for mining and other activities and has made plantation over
4125 ha, apart from making payment for NPV and compensatory afforestation.

Since the day of its formation in 1975 till date social initiative undertaken by CCL have 3 phases
overlapping each other viz.
i. Rehabilitation and Resettlement of Project Affected People (PAP)
ii. Welfare and Community Development and
iii. Comprehensive Community initiative under CSR (2007 onwards.)

i. Compensation of 9332 Ha. Of erstwhile Railways/land vested with NCDC/ CCL was fully
paid in the past.
ii. Compensation of 2202 Ha. of land acquired under LA Act has been fully paid amounting to
Rs.37.16 crores.
iii. Compensation for 6406 Ha. Of land acquired under CBA Act assessed at Rs.39.89 crores.
iv. Compensation paid so far : Rs.32 crores
v. Amount pending due to lack of land related Documents and title dispute amongst the
Shareholders : Rs.13.91 crores
vi. No. of employees on CCL roll as on 1.1.2008 : 60,000
vii. No. of direct employment given to land Losers up to 29th Feb, 2008 : 4698
viii. Future opportunity of direct employment For land acquired in XI & XIIth Plan Period : 5500
(approx.)
ix. Opportunities for indirect employment arising out of mining activities :
a) Contractual work to cooperative societies formed by displaced persons, Direct
engagement as contractual labourers with the contractors engaged by CCL for civil
construction works, coal transport, coal loading at coal depot for road sale.

b) Opportunities for small training/business in the form of grocery shop, Local repair
garage, workshops, furniture shops, tea stalls, restaurants, Small hotels etc. to cater
the need of people working/residing at different infrastructures created by CCL, etc.

x. Resettlement of project Affected Families :
a) No. of families required to be resettled by Feb, 2008 and resettlement completed :
1837 (1207 families have shifted at resettlement colonies and 630 families have
opted for one time lump sum grant of Rs.50,000/- each in lieu of resettlement site)
b) No. of families required to be resettled in XI Plan period : 2571
c) No. of families required to be resettled After XI Plan : 4125
One employment for every 2 acres of land under package concept or otherwise, acquired.
The dependent shall be taken in at a consolidated stipend of Rs.5550/- per month for a
period of two years and subsequently regularized as per company rule.
Cash compensation in lieu of employment at rates prescribed in the R&R Policy notified by
MORD, Govt. of India.
In case of direct recruitment Project Affected person shall be entitled for preference vis--vis
outsiders other things being equal. In case of land losers not considered for employment,
preference shall be given by
allowing an advantage of 5 marks out of 100.
Actual land losers or their dependents as prescribed in the R&R Policy notified by MORD
shall either take employment or cash compensation in lieu of employment against land on
the following basis:
o Rs.2.00 Lakhs for first acre of land on pro-rata basis subject to a minimum
Rs.50,000/- only.
o Rs.1.5 Lakhs on pro-rata basis for 2nd and 3rd acre of land.
o Rs.1.00 Lakh on pro-rata basis for land beyond 3 acres.
For PAPs whose homestead is acquired, an alternative house site measuring 100 Sq. Mtr. Per
family and compensation for shifting etc. as per the rates prescribed below:
o Each affected family that is displaced and has cattle, shall get financial assistance of
Rs.15,000/- for construction of cattle head.
o Each affected family shall get one-time financial assistance of Rs.10,000/- for
shifting of the family, building materials, belongings and cattle.

o Each affected person who is a rural artisan, small trader or self-employed person and
who has been displaced shall get a onetime financial assistance of Rs.25,000/- for
construction of working shed or shop.

o Each affected displaced family will get subsistence allowance 25 days MAW per
month for one year.
OR
o One-time lump sum payment of Rs.1.00 Lakh
In short, there is comprehensive rehabilitation and resettlement package under CIL R&R Policy.
With the introduction of NRRP -2007, CIL is proactively responding to the need of making
resettlement package more attractive and redressing the socio economic concerns of the project
affected people (PAP). One such forward thinking is to develop resettlement sites much before
acquisition and make the PAPs an important stakeholder in the scheme of development that may
change the response of these people one of resistance to voluntary cooperation.

Some reports point out that mining in general is more likely to lead to poverty ex-acerbation than it
is to poverty reduction. Dwindling per capita income in the State is put up as evidence. Rich land
makes poor people. This conclusion may have truth in general but there is need to go into specific,
if we wish to cure the spectra of so called resource curse haunting the resource rich land.

While some Economists use to define poverty solely in terms of per capita GDP, the World Bank
now accepts that poverty has many dimensions. The Banks most in-depth recent statement on
poverty, its 2000/2001 World
Development Report entitled Attacking Poverty, identifies four broad categories that together

encompass its conception of poverty. These categories are as follows:
1) Material deprivation;
2) low levels of education and health.
3) vulnerability and exposure to risk; and
4) Voicelessness and powerlessness.

This conceptualization provides a sound framework from which to assess the mining sectors
empirical record on poverty alleviation.

In terms of material deprivation, World Bank sees economic growth as necessary but not sufficient
for poverty reduction. What matters here is whether coal company has done well in terms of equity
of income distribution or creation of job opportunities for the poor whether jobs created are such
that are accessible to poor who are generally unskilled or semi-skilled. In the year 2007, CCL was
having 90,000 employees, out of which 46,000 (51 %) are unskilled and semi-skilled. As on
1.1.2008, CCL is having 60,000 employees, out of which 31,000 (51%), are unskilled and semi-
skilled, 23,000 are SC/ST (38%), 15,000 (25%) are OBC, 5232 (9%) are women employees. This
shows that jobs offered by CCL are greatly accessible to the poor and weaker section of the Society.
CCL mining command areas have affected 1.8 lakhs people. If we take direct employment (60,000),
Contract labor (8000) and informal service provider (more 32,000) with a unit family size of 5 each,
a total of 5 lakh people depend on CCL for their livelihood. So there is fair degree of distribution of
income among the people.

World Bank highlights the significance of pro-poor, Government spending on such thing as
education and health as an important element of poverty reduction. CCL has provided quality
education facility in its command areas with a network of 68 schools like DAV, KV, Gyanoday,
other private schools etc. having students strength of more than 40,000, out of which 23,000 are
non-CCL employee wards. Education expenses of the Company has consistently been increasing in
2005-06 it was Rs.430 lakhs and in 2006-07, Rs.446 lakhs and in 2007-08, 501 lakhs. Company
incurs per capita student expenses of Rs.1220/-. Company has now put emphasis on girl child
education, interalia, free schooling for girl children of BPL family in CCL aided schools in
command areas, health care, provision of education kits etc. Under CD programme 125 no. of
schools have been provided with educational accessories like table,

bench, dairy, sports items etc. School building/roof have been repaired/constructed, particularly
toilets for girl student constructed.
Health

CCL extends comprehensive health care in its command areas with a network of Hospitals: 2
Central Hospitals, 8 Regional, 9 Area Hospitals and 63 Dispensaries with bed strength 892, Doctors
297 and para medicals -780. Medical expenditure of the Company has increased from Rs.13.6
crores in 2006-07 to Rs.15.6 crores in 2007-08. All trauma cases of general public are treated in
CCL Hospital. The company extends free medical treatment to the residents of nearby villages by
conducting medical camps. In 2006-07, 205 such camps have been conducted with total
beneficiaries of 49,020. In 2007- 08, the number of such camps have gone up to 277 with
beneficiaries increasing to 51,747. Beside this, CCL is launching CCL Health Card for the people in
command areas extending free treatment. The Company has also launched Operation Jyoti, a
programme to eradicate all cases of reversible blindness in command areas of CCL. The Company
also runs Aids Control Project and RNTCP (Revised National Tuberculosis Programme).

Giving a Voice : Empowerment

CCL command area have facilitated development of unions, Associations PAPs, NGOs, Political
outfits, SHGs etc. and thus giving a reasonable voice to the people hitherto not known. The above
empherical records indicate that there is some dent in poverty alleviation. Hence, general
observation of mining not contributing to poverty alleviation may not be true. Moreover, mining
provides much needed revenue to the State to invest in poverty alleviation programmes.

As per report submitted in May 2005 by World Bank sponsored NGO Xavier Institute of Social
Service, Ranchi about 75% to 80% people have constructed bigger, stronger and higher houses as
compared to their houses before shifting. All the persons trained as driver for self-employment have
been engaged by local contractors and transporters and all has regular income.

PAPs are regularly engaged at Coal dump sitter for local sale of coal for loading purpose for
minimum 20 days every month. Even the PAPs who were trained for basket making, carpet making,
piggery, goatary etc. and had started their own business have now joined loading group at coal dump
etc.

Some of the PAPs are engaged in soft coke making which is very lucrative business.

During the last couple of years, the Company has not only brought laurels in the field of production,
productivity and profitability, but also taken significant steps in the areas of Corporate Social
Responsibility (CSR). CCL has developed its strategic CSR policy with the main objectives to
improve the quality of life of the people living in and around the command areas. It is also a matter
of applaud that CCL is now a member of UN Global Compact.

CSR policy has given special emphasis on triple bottom line social, economic and environmental
initiatives to make it sustainable.

CCLS POLICY FOR CORPORATE SOCIAL RESPONSIBILITY (CSR)

PREAMBLE

The concept of Corporate Social Responsibility is to focus on inclusive growth of the community
in the command areas of CCL through a host of CSR measures making mining socially
sustainable. With the rapidly changing corporate environment, more functional autonomy,
operational freedom etc., CCL has adopted CSR as a strategic tool by integrating Business
processes with Social processes.
INTRODUCTION

The areas and mines of CCL are located in seven districts of Jharkhand which are in remote areas
and affected by Mao activists. Coal Mining has direct impact on the socio economic and the
environmental conditions of the operational areas. Due to the remoteness, the inhabitants of the
peripheral areas are poor, needy and belong to the section of the society which is below poverty
line. As such, the primary beneficiary of CSR should be land outies/ PAPs and the poor people
staying within the radius of 15 kms. of the command area. The poor and needy people of
Jharkhand should be secondary beneficiaries.
The policy on CSR of CCL is framed taking into account the development of poor, the villagers
residing in and around the command areas and the work force of the company socially,
economically and safeguarding the environment for maintaining the ecological balance.

OBJECTIVE
The objective of CSR policy is to lay down guidelines for the coal companies to make CSR a key
business process for sustainable development by focusing on overall development of villagers,
workers of the companies and poor people of the society. By subscribing to the principles of
Global Compact.

AREAS TO BE COVERED
The responsibility of the company shall be to execute CSR within the radius of 5 km, 10 km and
15 Kms in phased and manner for every project and Areas including Headquarters covering the
existing components of Special Corporate Plans (SCP) and Tribal Sub Plan (TSP) for development
of SC and ST population. Further Board of Directors of the company can approve specific cases of
projects beyond mining areas within the respective State.

FOCUSED AREAS FOR FUTURE ACTIVITIES

For every fiscal years, the CSR should be focused on a specific activity as per the need &
requirement. Considering the gradual lowering of water table in Jharkhand, acute water crisis is
being faced. Keeping in view the above, CCL has focused on catering adequate drinking water
facilities to the needy & accordingly 90% of the total budget of CSR budget for the year 2012-13,
2013-14, 2014-15 would be spent on drinking water. In the subsequent years, the focused work
areas would be identified & thrust will be given as per the requirement & need of focused work.

SCOPE
Education
Support to Technical/Vocational Institutions like ITI, Polytechnic etc.
Support to rural educational institutions by providing study materials, sports material and
bench and desk to the students & Academic education by way of financial assistance to
Primary, Middle and High Schools.
Promotion of Professional Education by setting up educational institutions offering courses
in Engg, Nursing, Management, Medicine and in Technical subjects etc. CCL will ask for
reservation of seats for CCLs nominated students and children of BPL families.
Provide free education up to +2 level and free coaching for getting admission in reputed
technical institution of the country like IITs, NITs & others to meritorious students
belonging to weaker sections of the society, PAPs/land oustees and children of the
employees residing in and around the command areas. Also to provide free boarding
lodging facilities to such students.
For uninterrupted education, provision of fees and scholarship for poor, needy, children of
BPL families & land oustees/ displaced persons, meritorious students studying in the
schools in the command areas of the company, specially for girl students.
Awareness programs on girl education &adult literacy amongst the belonging to BPL.
Special attention on education, training and rehabilitation of mentally & physically
challenged children/persons.
Provide cycle to needy girl students who are attending

Drinking Water Facilities
Installation/Repair of Hand Pumps/Tube Wells/ Deep bore wells with submersible pumps
with storage arrangements.
Digging/Renovation of Wells.
Supply of water through pipelines and water tankers.
Gainful utilization of waste water from Under-ground.
Mines for cultivation or any other purpose.
Development/construction of Water Tank/Ponds.
Rain water-harvesting scheme.
Empowerment to the villagers for maintenance of the above facilities for availability of
water.

Health Care
Treatment through CSR clinics and ambulance of critical diseases for poor and BPL
families residing in & around the command areas through Jan Arogya Kendra.
Operation Jyoti for eradication of reversible blindness for the people of the peripheral
areas.
Organizing health/ health awareness Camps on AIDS,TB and Leprosy, Child and Mother
care , Pre and Post natal care, family welfare, Diabetics detection & Hypertension Camps,
diet and nutrition camps and blood donation camps.
Healthcare for senior citizens.
To supplement the different programs local/ state authorities.

Environment
Maintaining ecological balance & pollution control.
Afforestation, Social Forestry development, Green belt Development
Reclamation of mined out lands.
Plantation of herbal and fruit bearable plants Silk rearing & lac production

Self-Employment Programs
Self /Gainful Employment Opportunities may be offered by organizing different training
programs on farming & other agricultural practices, animal husbandry , fishery. of
Organizing training programs on enhancing technical skills, imparting motor driving skills
to the rural youth.
Organizing training programs for women on tailoring, embroidery designs, home
foods/fast foods, pickles, painting and interior decoration and other Vocational Courses.
Development of Cooperative societies for generating self-employment.

Village Electricity/Solar Light

To develop infrastructural facilities for providing electricity through Solar Lights or alternative
renewal energy to the nearby villages. Recurring expenditure should be borne by the beneficiaries.

Sports and Culture
Development of sports & cultural activities in the nearby villages off the command area
by providing sports material to the children & youth & also by conducting tournaments
of games & sports events.
Identification of rural talents for participating in sports & cultural activities of state &
national level.
Promotion & development of sports for physically handicapped persons.
Sponsorship of national sports field events in the coal field areas.
Financial assistance/ donations/ sponsorship may be given to clubs / institutions
recommended by National/ State/ District forums/ authorities for development of sports.
Proper check measures to be kept for ensuring the utilization of the fund & publicity is also
to be ensured for corporate image building.

Infrastructure Support
Construction, repair, extension etc. of Auditorium, Educational Institutions, bridges,
culverts, roads, drains check dam, shopping complex to facilitate business/self-
employment for local people, Community Centre, Sulabh Souchalaya/ Community toilets,
Yatri Shed in Bus Stand, Burning Ghat/Crematorium, Development of Park,
Playground/Sports complex/Good Coaches, Old Age Home for senior citizens, adoption/
construction of hostels especially those for SC/ ST and girls.
Protection of Heritage sites in the CSR purview.
Relief of victims and Natural Calamities like Earth Quake, Cyclone, Draught and Flood
situation in any part of the country.
Disaster Management Activities including those related to amelioration/mitigation.
Collection of old cloths from the employees and distribution in the nearby village by
utilizing the platform of Mahila Sabha of the Company, Club (Executives & Non-
executives) and Women in Public Sector.
Distribution of blanket to needy and poor section of the society and destitute.
Development of smokeless fuel out of coal and also arrangement for distribution of
efficient Chulha/solar chulha to the villagers.
Adoption of village for carrying out the activities like infrastructural development e.g.
Road, water supply, electricity and community center and other sustainable developmental
works.
The above list is illustrative and not exhaustive. CMD shall be authorized to consider CSR
activities not falling in this list. The activities will be specific to the village depending on
the need assessed for the people. As far as possible efforts will be made to co-ordinate with
similar CSR activities that are taken up by the Central or State Govt. in the areas of CCL.
All activities under the CSR activities should be environment friendly and socially
acceptable to the local people and Society.

INSTITUTIONAL ARRANGEMENT

A Corporate Social Responsibility Committee (CSRC) would be constituted at the HQ level and
Area level for identification and implementation of activities which involve the following:-

1) The Committee will interact with the concerned MPs, MLAs, and Local Authorities/Local
Bodies, members of the area consultative committee, representatives of recognized Trade Unions
to identify and finalize the activities which are to be taken under CSR.

2) The Committee will also interact with the concerned State Officials/Govt officials to confirm
the areas for undertaking activities under CSR activities to avoid duplicity of the job. The
Committee will decide the priority of the activities to be undertaken under CSR.

3) The Committee will interact with the CSR Implementing agencies for determining the activities
to be undertaken.

4) The Committee will examine the proposal/requests submitted by CSR implementing agencies
for Grant of donation/Financial Assistance/ Sponsorship etc. And also submit its recommendation
before the Head of the CSR Committee.

5) The Committee will prepare comprehensive action plan for every fiscal year with special
reference to the parameters of the CSR activities as fixed in MOU.

6) The committee at CCL Hq. level would be headed by Director (P&IR), CCL and would
include:
1. GM, (L&R)/CSR
2. CMS/CMO, HQ
3. GM (F)
4. GM (Env. &FOREST)
5. GM (Civil)/DY.GM/Town Administration
6. Representatives of recognized Unions operating at HQ

CSR Department of CCL would act as NODAL Dept. under the guidance of Director (P), CCL,
GM (CSR), CCL would put up all cases to the committee for consideration and recommendation
to the competent authority which shall be Director (P). This NODAL Dept. Will function as the
CSR Cell of the Company.

At Area level, a CSR committee should be constituted headed by CGM/GM of the areas.
The committee will consist of
Staff Officer (Pers.), SO, AFM, AMO and all the project officers of the concerned area.

The finalized CSR action plan of the areas should be sent to HQ by the last week of April every
year. The consolidated CSR plans of area & HQ should be placed before the competent authority
for approval. The approved CSR plans should be sent back to areas along with the sanctioned
budget by June last week of every fiscal year. The implementation of approved CSR activities
should be commenced by 1st week of July of every fiscal year.

IMPLEMENTATION
The investment in CSR should be project based and for every project time framed periodic
mile stones should be finalized at the outset.
Project activities identified under CSR are to be implemented by Specialized Agencies and
generally NOT by staff of the organization. Specialized Agencies could be made to work
singly or in tandem with other agencies.
Such specialized agencies would include:
i) Community based organization whether formal or informal.
ii) Elected local bodies such as Panchayats.
iii) Voluntary Agencies (NGOs)
iv) Institutes/Academic organization
iv) Trusts, Mission etc.
v) Self-help groups
vii) Government, Semi Government and autonomous Organizations.
viii) Standing Conference of Public Enterprises (SCOPE)
ix) Mahila Mandals/Samitis
x) Contracted agencies for civil works
xi) Professional Consultancy Organization etc.

(d) Activities related to Sustainable Development will form a significant element of the
total initiatives of CSR. Such activities should come under the 3 UN Global Compact
Principles pertaining to the Environment Business are asked to
i) Support a precautionary approach to environmental challenges.
ii) Undertake initiatives to promote greater environmental responsibility and
iii) Encourage the development and diffusion of environmentally friendly technologies.

e) Utilization Certificate with statement of expenditure will be submitted by the Areas at
the end of every fiscal year.

f) The Committee will monitor and review the progress of activities
undertaken/completed.

MONITORING

a)The CSR Committee of the areas will prepare the Monthly Report on CSR Activities undertaken
& send it to the HQ by the last week of every month.
b)In every six months Board of Directors of CCL as well as at Area level CGM/GM should review
the implementation of CSR

c) Annual Report on CSR should be sent by each Areas to CCL HQ highlighting the cumulative
outlays and outcomes of the program in specific details for its onward transmission to CIL
Kolkata.

d) CSR Project should also be evaluated by an independent external agency. This evaluation
should be both concurrent and final.

SOURCE OF FUND

The fund for the CSR should be allocated based on 5% of the retained earnings of previous year
subject to minimum of Rs.5/- per ton of coal production of previous year. Out of above, 4% would
be allocated for CSR activities to be carried out within the radius of 15 Kms of the project site and
balance 1% would be allocated for carrying out CSR activities by
CCL in the State of Jharkhand.
Approving Authority for the CSR amount to be spent would be the CMD, CCL in consultation
with concerned Functional Directors of the company.
Out of Total CSR Budget, 15% and 8% would be allocated separately and exclusively in the
Annual Plan for undertaking Welfare Activities under CSR for development of Scheduled Caste
and Scheduled Tribes populations respectively and balance 77% Fund would be utilized for
implementation of CSR Activities for the entire population including SCs and STs.

The CSR Project should be fixed for each financial year. This funding will not lapse. It will be
transferred to CSR Fund which will accumulate-as in the case of Non lapsable pool for the North
East.

BASE LINE SURVEY & DOCUMENTATION

(a) The impact made by CSR activities should be quantified to the best possible extent with
reference to base line data, which need to be created before the start of any project. Hence Base-
line Surveys are mandatory.

(b) Meticulous documentation relating to CSR approaches policies, programmes, expenditures,
procurement etc. should be prepared and put in the Public Domain, (particularly through the
internet) and made available to the National CSR Hub.

UPKEEP AND MAINTENANCE OF ASSETS CREATED:

Maintenance of Assets created under CSR would be the Responsibility of the concerned State
Government and local representatives of the Society. Before any Capital investment is made, an

undertaking would be taken from the representatives of local community that they would be
responsible for maintenance of the Assets.

REFLECTION OF CSR ACTIVITIES

The audited CSR activities will be reflected in the Annual Report and Accounts of CCL under
Social Overhead (CSR). The CSR activities are to be uploaded in the CCL/CIL website. The CSR
activities are to be projected by display boards, hoardings, publishing in local & national dailies &
other such media documentations.
The Committee constituted in the area will inspect all sites and reflect the same to CSR Cell for
their information, record and further action.

CONCLUSION

The above guidelines would form the framework around which the CSR activities would be
undertaken. Every area should have specific activities to adopt mostly in their close vicinity of the
projects & specially in the localities where the expansion of new projects are likely to take place.
CSR activities in Jharkhand State should be preferably done through the areas located in the State.
The CSR Policy of CCL since includes all the CSR activities and Community Development
activities in a broader perspective, this Policy will supersede all earlier policies relating to CSR.
This policy will be reviewed from time to time based on changing needs and aspirations of the
target beneficiaries and make suitable modifications, as may be necessary.

METHODOLOGY / APPROACH

The methodology of the study is based on the primary as well as secondary data. The study depends
mainly on the primary data collected through a well-framed and structured questionnaire to elicit
the well-considered opinions of the respondents

Sources of Data:
Primary data:-The primary data is collected through proper questionnaire distributed to the
employees of the CCL.
Secondary data:-The secondary data is collected through books, journals and internet.

Data Collection Methodology: The instrument used for data collection was questionnaire on 5-
point Likert scale from strongly satisfied to strongly dissatisfied, where point-1 indicates strongly
satisfied, 2 satisfied, 3 neutral, 4 dissatisfied and 5 strongly dissatisfied. However little
modifications were made in the questionnaire. 80 questionnaires were personally administered
among the respondents but received only 50 questionnaires which indicate the 62% response of the
respondents. The data collected through questionnaire (close ended) were subject to computations
in the form of table which made the calculations and analysis easy. Simultaneously, during
interpretation of the collected data, the statements, observations or recommendations/suggestions
given by the officers in open ended questions were helps to get a single conclusion.

Research design: The Research Design opted was descriptive in nature. The Sampling Technique
used was Non-Probability, Convenience and Judgmental.

Sample size : 50(executives are taken under this study)

GRAPHICAL INTERPRETATION OF THE SURVEY

GENDER WISE ANALYSIS OF THE RESPONDENTS

CONCLUSION: The number of percentage of male employees among the respondents is greater
than the number of percentage of female employees ie. 14%.

86%
14%
No. of respondents
Male
Female
0
10
20
30
40
50
43
7
Chart Title
Male Female

I AM PROUD TO WORK WITH CCL

CONCLUSION: From the above analysis, it can be said that 37% of the employees are strongly
satisfied, 21% of the respondents are satisfied, 18 % of respondents are neutral, 11% of
respondents are dissatisfied and 13% of respondents are strongly dissatisfied with this statement.

37%
21%
18%
13%
11%
strongly satisfied
satisfied
neutral
strongly dissatisfied
dissatisfied
0
5
10
15
20
25
23
13
11
8
7
Chart Title
strongly satisfied satisfied neutral strongly dissatisfied dissatisfied

DOING MY JOB WELL GIVES ME A SENSE OF PERSONAL SATISFACTION

CONCLUSION: From the above analysis, it can be concluded that major part of the respondents
i.e. 62% are getting sense of personal satisfaction by doing their job well and strongly satisfied
with this statement. 16% of respondents are satisfied, 10% of respondents are neutral, 2% of
respondents are satisfied and 10% of respondents are strongly dissatisfied with this statement.

62%
16%
10%
10%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
25
30
35
1
Chart Title

I HAVE THE RESOURCES AND INFRASTRUCTURE THAT I NEED
TO DO MY JOB WELL

CONCLUSION : From the above analysis, it can be analyzed that 12% of the employees are strongly
satisfied, 34% of the respondents are satisfied, 28 % of respondents are neutral, 6% of respondents
are dissatisfied and 20% of respondents are strongly dissatisfied with this statement.

12%
34%
28%
20%
6%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

MY WORKPLACE IS A PHYSICALLY COMFORTABLE
AND SAFE PLACE TO WORK

CONCLUSION: From the above analysis, it can be said that 30% of the respondents are strongly
satisfied, 24% of the respondents are satisfied, 18 % of respondents are neutral, 12% of

30%
24%
18%
16%
12%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
16
1
Chart Title

I FEEL COMFORTABLE EXPRESSING MY VIEWS AND
RAISING CONCERNS AT WORK

CONCLUSION: From the above analysis, it can be analyzed that 36% of the employees are
strongly satisfied, 26% of the respondents are satisfied, 12 % of respondents are neutral, 8% of
respondents are dissatisfied and 18% of respondents are strongly dissatisfied respectively towards
expressing their views and raising concerns at work.

36%
26%
12%
18%
8%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

I CAN APPROACH MANAGEMENT IN THE COMPANY, IF I FEEL
THE NEED TO DO SO

CONCLUSION : From the above analysis, it can be analyzed that 26% of the employees are
approaching management in the company if they feel need to do so.

26%
36%
14%
22%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

THE ENVIRONMENT AT CCL SUPPORTS A BALANCE
BETWEEN WORK AND PERSONAL LIFE

the environment at CCL.

24%
38%
20%
14%
4%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

I AM SATISFIED WITH MY SALARY AND BENEFITS
PACKAGE

strongly satisfied, 18% of the respondents are satisfied, 24% of respondents are neutral, 6% of
the salary and benefit package provided by CCL.

42%
18%
24%
10%
6%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
25
1
Chart Title

TRAINING FACILITIES PROVIDED IN CCL ARE IN
LINE WITH WORK ASSIGNED TO ME

CONCLUSION: From the above analysis, it can be analyzed that 18% of the respondents are
the training facilities provided to them.

18%
28%
30%
22%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
16
1
Chart Title

I AM SATISFIED WITH WORKING HOURS OF MY JOB

CONCLUSION : From the above analysis, it can be analyzed that a major part of respondents are
strongly satisfied with their working hours i.e. 44%, 26% of the respondents are satisfied, 10% of
respondents are neutral, 4% of respondents are dissatisfied and 16% of respondents are strongly
dissatisfied respectively towards the working hours.

44%
26%
10%
16%
4%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
25
1
Chart Title

EVERYBODY IS TREATED FAIRLY IN THIS
ORGANIZATION

the way they are treated in the organization.

14%
38%
12%
32%
4%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

I HAVE ADEQUATE OPPORTUNITIES FOR
PROFESSIONAL GROWTH IN CCL

the opportunities given for their professional growth.

24%
28%
18%
28%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
1
Chart Title

THERE IS A STRONG FEELI NG OF TEAMWORK AND
COOPERATION AT CCL


22%
32%
20%
26%
0%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
16
1
Chart Title

INFORMATION AND KNOWLEDGE ARE SHARED
OPENLY WITHIN CCL

sharing their knowledge and information openly within the company.

26%
26%
32%
14%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
16
1
Chart Title

I HAVE AN OPPORTUNITY TO PARTICIPATE IN THE
GOAL SETTING PROCESS


22%
30% 22%
20%
6%
strongly satisfied
satisfied
neutral
dissatisfied
0
2
4
6
8
10
12
14
16
1
Chart Title

EMPLOYEE PERFORMANCE EVALUATIONS ARE
FAIR AND APPROPRIATE

the performance evaluation methods.

16%
38% 22%
20%
4%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

THE CANTEEN FACILITIES PROVIDED IS GOOD

the canteen facilities provided to them is good.

8%
38%
24%
14%
16%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

MY PERFORMANCE IS IN LINE WITH MY ROLES AND
RESPONSIBILITIES

that their performance is in line with their roles and responsibilities.

36%
32%
16%
10%
6%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

WORKPLACE POLITICS AFFECTS MY
PERFORMANCE


14%
10%
34%
16%
26%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

RELATIONSHIP WITH PEERS PLAYS AN IMPORTANT
ROLE IN INCREASING MY WORK PERFORMANCE

the relationship with peers plays an important role to increase their performance.

38%
32%
6%
22%
2%
strongly satisfied
satisfied
neutral
dissatisfied
0
5
10
15
20
1
Chart Title

LIMITATIONS OF THE STUDY

These were certain limitations of my project if these limitations would have been taken care of
project would have been catered to its need in a better way.
The survey is done with respect to the executives employees of CCL only.
Incidents happening at the time of the survey have affected it.
Responses to open ended questions were not been given by all the employees due to which
we could not decipher the exact opinion of the Employees for most of the questions.
Research would have been more exhaustive and analytical if there was more time given to
the project..
Some of the replies of the respondents may be biased.

FINDINGS
The success of every organization depends on the employee is satisfied the most; the performance
will be up to the satisfactory level. Here the most of the employees having satisfaction of their
work.
After being a part of entire survey i.e. from preparation of questionnaire to the preparation of final
report, I was able to identify the benefits from the survey conducted and also recognized some of
the areas where Employees showed dissatisfaction, which are as follows:
Almost all the employees are satisfied with the salary and benefit packages paid to
them.
Management shares a very good relation with the workers.
Employees do not have adequate opportunities for professional growth.
18% of employees feel that they are unable to balance their professional and
personal life.
Majority of the respondents believe that they are not treated fairly in CCL.
26% of Individuals working in teams are unhappy with cooperation which they get
from their respective teams.
People working in CCL felt that they can freely share their opinion on various
things relating to work and personal life with others.
24% of employees are unhappy with their performance evaluation policy.
Employees are not satisfied with the training provided to them in improving their
performance.
Major portion of respondents believe that their job is contributing effectively in
accomplishment of mission of CCL.
54% of employees feel that their work place is physically comfortable and safe to
work while 28% feel not.
It was found that (36%) of the employees working at CCL are strongly satisfied
with the performance in line with roles and responsibilities and (32%) of the
employees are just satisfied.
From the result it is found that 76% of the employees have a good rapport with
their peers and friends inside the organization. But 24% of the employees fail to
have good relationship with their peers. This had an impact on team spirit.

RECOMMENDATION
After conducting a study on job satisfaction among the employees at CCL. I have identified some
facts based on questionnaire and interaction with them. This may help the company to increase the
satisfaction level of employees.
The employees should be provided better opportunities for their professional growth. This
includes comprehensive training needs assessment and improve training facilities.
They should be provided with a healthy work environment facilitating fair treatment to all.
More workshops related to team work should be conducted in CCL with the view to
increase team spirit.
Urgent focus should be on improving housing facilities for the employees as it is an
important factor for job satisfaction.
Proper information should be circulated among the employees regarding PRP (how it is
calculated).
These are the top expectations from the employees of CCL
Better opportunity and career growth.
Better salary.
Better working environment/condition.
Timely promotion.
Official status.
Good promotion policy.
Good quality and repair of houses.
No dues for payment of salaries and perk.
Good social life in the colony,
Trained staff.
Adequate system and facilities for proper output.
Job satisfaction
Appraising on doing something special.
Training.
To make hospital a teaching institute for beginners.
Basic amenities.
Remuneration.
Below poverty line people of rural areas to be taken care of by CSR wing of CCL.

Fair work culture.
Performance appraisal.
Good post-retirement benefits.
Transparency.
Face value of company.
Better social inter personal relationship.
Improvement of infrastructure with professional approach.
Modernization of procurement process.
Proper utilization of CSR scheme.
To increase the salary package.
Skills development programme for employees.
To become CEO of co. & Director of the company.
Due recognition to the work done.
Improvement in medical facilities.
Maintenance of residential accommodation.
Advanced surgical gadgets.
Good office building.
Timely promotion.
Intra company transfer should be provided.
To increase CSR activities.
To improve HR.
Specialist should get proper respect and better salary.
Descent cabin and working component.
PRP.

Areas of the company that needs to be improved as suggested by the employees of CCL-
Everywhere.
Facilities in work place.
Training and development.
Record keeping.
Skills.
Infrastructure.
IT.
Performance appraisal.
All the operational managerial areas.

Improvement in medical sector.
All areas.
Welfare facilities.
ICU setup.
Regular programme updation.
Water supply in housing/colony.
Maintenance of quarters.
Education facility.
Skill development and manpower planning.
Art & club facility.
Basic amenities.
Total network.
Law and order needs to be improved in field.
Machineries.
Team work and discipline.
Equipment.
Recognition of merit.
HRD.
Right person at right place.
Modernization.
Good industrial relations.
Massive change in work culture.
Placement programme.
Promotion policy.

Employees views regarding Job Satisfaction
Welfare aspect
Canteen
Loan facilities with low interest.
Lifts and Escalators.
Inter personal relationship.
Decisions regarding benefits of executives are excessively delayed in ministries.
Give importance to employee views relates to his/her field.

Counselling.
Sycophancy should be discouraged.
Manpower.
Career growth must be linked with performance.
Open ended exam should be conducted for career growth.
Improve worker facilities.
More welfare measures to be undertaken like games, cultural activities along with regular
work.

OBSERVATION DURING THIS SURVEY

Most of the employees are committed to their works.
Most of the employees are satisfied with their job.
Major part of respondents are not getting PRP and unaware about this policy.
Some of the employees are not convenient with questionnaire because of
English language.
Training is not provided to all.
Lifts should be provided in all buildings.
Maintenance of buildings and washroom is required.
Overall satisfaction level among employees is average.

BIBILIOGRAPHY

www.ccl.gov.in
www.coalindia.in
Ashwathappa. K - Human Resource Management
Tata Mc Graw Hill Publications
www.google.com
www.scribd.com
www.wikipedia.com
www.investopedia.com

ANNEXURE
EMPLOYEE SATISFACTION SURVEY
A : Personal Information:-
Name (optional) : _________________________
Age : Below 25 [ ] 25-35 [ ] 35-45 [ ] 45-55 [ ] Above 55[ ]

Gender : Male [ ] Female [ ]
Qualification : _________________________
Designation : _________________________
Working since : __________________________
Official address : Department -_____________, CCL, Ranchi
Contact no. (Optional):__________________________

B : This section is related to your perception about CCL.
(Please rate from 1-5 where, 1: strongly satisfied; 2: satisfied; 3: neutral; 4: disagree; 5: strongly
disagree)
I am proud to work with CCL.
1 2 3 4 5 [ ]

Doing my job well gives me a sense of personal satisfaction.
1 2 3 4 5 [ ]

My job is important in accomplishing the mission of CCL.
1 2 3 4 5 [ ]

I have the resources and infrastructure I need to do my job well.
1 2 3 4 5 [ ]

My workplace is a physically comfortable and safe place to work.
1 2 3 4 5 [ ]

I feel comfortable expressing my views and raising concerns at work.
1 2 3 4 5 [ ]

I can approach management in the company, if I feel the need to do so.
1 2 3 4 5 [ ]

The environment at CCL supports a balance between work and personal life.
1 2 3 4 5 [ ]

I am satisfied with my salary and benefits package.
1 2 3 4 5 [ ]

Training facilities provided in CCL are in line with work assigned to you.
1 2 3 4 5 [ ]

How far are you satisfied with working hours of your job?
1 2 3 4 5 [ ]
Everybody is treated fairly in this organization.
1 2 3 4 5 [ ]

I have adequate opportunities for professional growth in CCL.
1 2 3 4 5 [ ]

There is a strong feeling of teamwork and cooperation at CCL.
1 2 3 4 5 [ ]

Information and knowledge are shared openly within CCL.
1 2 3 4 5 [ ]

I have an opportunity to participate in the goal setting process.
1 2 3 4 5 [ ]

Employee performance evaluations are fair and appropriate.
1 2 3 4 5 [ ]

The canteen facilities provided is good.
1 2 3 4 5 [ ]

Are you satisfied with the performance in line with your roles and responsibilities?
1 2 3 4 5 [ ]

Are you satisfied with the work atmosphere followed inside the organization?
1 2 3 4 5 [ ]

Relationship with peers plays an important role in increasing my work performance.
1 2 3 4 5 [ ]

Open-ended Questions:
What do you like best about working for this company?
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
___________________________

My top 3 expectations from CCL are?
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
___________________________

What areas of the company do you feel need improvement?
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
___________________________

Is there anything else that you would like to share on the employee satisfaction?
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
___________________________

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