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PRIVATISATION, EMPLOYMENT AND EMPLOYEES THE INDIAN EXPERIENCE Shri P.K. Basu India

PRIVATISATION, EMPLOYMENT AND EMPLOYEES THE INDIAN EXPERIENCE Shri P.K. Basu India . OECD CONFERENCE on Privatisation, Employment and Employees10-11 OCTOBER 2002Atak

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PRIVATISATION, EMPLOYMENT AND EMPLOYEES THE INDIAN EXPERIENCE Shri P.K. Basu India

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    2. PRIVATISATION, EMPLOYMENT AND EMPLOYEES THE INDIAN EXPERIENCE Shri P.K. Basu India OECD CONFERENCE on Privatisation, Employment and Employees 10-11 OCTOBER 2002 Ataköy, Istanbul Turkey

    3. PUBLIC SECTOR UNDERTAKINGS IN INDIA

    4. Central Government owned Public Sector Undertakings

    5. State Level Public Sector Undertakings in India

    6. Employment and Average Annual Emoluments in PSUs

    7. DISINVESTMENT POLICY, PROCEDURE AND PROGRESS

    8. 8 The beginning of the Disinvestment Process The disinvestment policy of GoI can be seen to be implemented broadly in 2 phases The recommendations of the disinvestment commission set up in 1996, which formed the backbone of the Phase I of disinvestment, can be summed up as :

    9. 9 The Disinvestment Policy revisited Phase II – October 1999 onwards. The main feature of the policy can be culled out from the 2000-2001 budget speech as follows : To restructure and revive potentially viable PSEs To close down PSEs which cannot be revived To bring down Government equity in all non-strategic PSEs to 26% or lower, if necessary To fully protect the interest of workers To put in place mechanisms to raise resources from the market against the security of PSEs' assets for providing an adequate safety-net to workers and employees To establish a systematic policy approach to disinvestment and privatisation and to give a fresh impetus to this programme, by setting up a new Ministry of Disinvestment To emphasise increasingly on strategic sales of identified PSEs To use the entire receipt from disinvestment and privatisation for meeting expenditure in social sectors, restructuring of PSEs and retiring public debt

    10. 10 Disinvestment Process & Role of MODI

    11. 11 Main Constituents Cabinet Committee on Disinvestment (CCD) Core Group of Secretaries on Disinvestment The Core Group of Secretaries is headed by the Cabinet Secretary and comprises of Secretaries from Ministries of Finance, Industry, Department of Disinvestment, Planning Commission and Administrative Ministry and any other Department as may be required The Core Group directly supervises the implementation of the decisions of all strategic sales The Core Group monitors the progress of implementation of the Cabinet decisions The Core Group makes recommendations to the CCD on disinvestment policy matters Inter-Ministerial Group The Inter-Ministerial Group is chaired by the Secretary, Ministry of Disinvestment and comprises of officers of Ministry of Finance, Department of Public enterprises Administrative Ministry and the CMD of the Public Sector Enterprise concerned The Inter-Ministerial Group is responsible for day-to-day implementation of the disinvestment decision Department of Disinvestment The Department of Disinvestment (later, Ministry of Disinvestment)was set up vide Notification No. CD.551/99 dated the 10th of December 1999, Business allocated to Ministry of Disinvestment All matters related to disinvestment of Central Government equity from Central Public Sector Undertakings Decisions on the recommendations of the Disinvestment Commission on the modalities of disinvestment, including restructuring Implementation of disinvestment decision, including appointment of advisors pricing of shares and other terms and conditions of disinvestment All matters relating to the Disinvestment Commission

    12. Disinvestment till date

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    14. Disinvestment Scorecard

    15. THE IMPACT OF PRIVATISATION ON EMPLOYMENT AND EMPLOYEES

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    17. Employment in Central Government owned Public Sector Undertakings Year No. of employees (millions) 91-92 2.18 92-93 2.15 93-94 2.07 94-95 2.06 95-96 2.05 96-97 2.00 97-98 1.96 98-99 1.90 99-2000 1.80 2000-01 1.74

    18. Growth in Employment Growth rate of employment during the past decade 1983-1994 – increased at the rate of 2.04% p.a.c. 1994-2000 – increased at the rate of 0.98% p.a.c. Public Sector Employment Growth 1983-1994 – increased at the rate of 1.52% p.a.c. 1994-2000 – declined at the rate of 0.03% p.a.c. Private Sector Employment Growth 1983-1994 – increased at the rate of 0.45% p.a.c. 1994-2000 – increased at the rate of 1.87% p.a.c. Labour Force Labour force increased at the rate of 2.05% p.a.c.during 1983-94 and by 1.03% p.a.c. during 1994-2000

    19. Gap in Employment Avenues

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    21. PRIVATISATION RESTRUCTURING AND EMPLOYEE RETRENCHMENT – ISSUES AND POLICY RESPONSES

    22. Protection of Employee Interests Protection of employee interest is one of the predominant aspects of privatisation. Suitable provision related to employees interest provided for in the Shareholders’ Agreement (SHA). “Best efforts” clause is also incorporated in SHA mentioning the benefits given by the Government to physically challenged persons and members of social disadvantaged categories of the society stating that the Strategic Partner shall use its best efforts to cause the company to provide adequate job opportunities to such persons. The concerns among the employees, namely, retrenchment from duty, pay scales and other service conditions are also addressed. Companies that have been privatised have not retrenched even a single person. Voluntary Retirement Scheme (VRS) given by the disinvested PSUs are at scales which are normally higher or equal to the VRS given by the Government to Central Public Sector employees. Reduction in the workforce is a continuous process as during the last 10 years the workforce in PSUs has reduced from 2.3 million to 1.7 million even without any privatisation or strategic sale.

    23. PSUs – Social Benefits and Amenities PSUs - Complete freedom for wage settlement with unionised staff. PSUs – As a model employer provided housing facility to the employees and other essential community facilities like health care, education, shopping and creation centres etc. in their township. Capital expenditure on township incurred by PSUs 31.3.1999 US$ 1446 million 31.3.2000 US$ 1637 million 31.3.2001 US$ 1367 million Recurring expenditure on township maintenance, administration and social overheads. 1998-99 US$ 689 million 1999-2000 US$ 731 million 2000-2001 US$ 790 million

    24. Severance Package Voluntary Retirement Scheme (VRS) Model Voluntary Retirement Scheme notified by the Government was in force since 1988 till April, 2000 and was uniformly applicable to all public sector enterprises. New liberalised scheme of VRS notified on 5.5.2000. 3,69,277 employees opted for Voluntary Retirement Scheme (VRS) till 31.3.2001 in PSUs. VRS in Profit Making PSUs May frame their own schemes of VRS and make it attractive enough for employees to opt for it. Compensation:-60days salary for every completed year of service may be offered subject to the condition that such compensation will not exceed the salary for the balance period of service left. VRS in Marginally Profit or Loss Making PSUs Permitted to introduce an improved VRS scheme. Compensation :- 35 days salary for each completed year of service and 25 days per year of service for the balance of service left till retirement subject to the condition that such compensation will not exceed the salary for the balance period of service left. VRS in Non-Viable Enterprises In the non-viable enterprises facing closure, VRS will be extended as Voluntary Separation Scheme (VSS) already approved by the Government.

    25. Social Safety Net – Retraining, Redeployment Social Safety Net is an integral part of the Economic Reform Progress Government of India set up the National Renewal Fund (NRF) in February,1992. Of the 73,194 workers counseled, 55,374 workers were retrained upto 31.3.2001 and out of which 19,458 have been redeployed. Department of Public Enterprises has taken up a fresh scheme for PSUs from the year 2001-02 with a budget provision of Rs. 80 million with a target to benefit about 800 people under the Counseling, Retraining and Redeployment Scheme.

    26. 26 Experience in Employee matters post disinvestment - Case Study (A) Bharat Aluminium Company Ltd. (BALCO) Introduced Voluntary Retirement Scheme (VRS) : 1675 employees applied for, but granted to only about 400 employees working in units that have closed down. In spite of losses of Rs 200 crore due to the strike, ex gratia payment of Rs 5000 per employee paid. Long-term wage agreement for a period of 5 years on 7.10.2001. Workmen get a guaranteed benefit @ 20% of basic pay. (B) Modern Food Industries (India) Ltd. (MFIL) Wages increased by an average of Rs. 1600/- per employee. VRS higher than Government VRS offered to the employees. (C) Paradeep Phosphates Ltd. (PPL) Average emolument of the employees increased by 30% within one month of taking over of the management control by the Strategic Partner. Additional financial burden - Rs.37.9 million per annum. Contd …

    27. 27 Experience in Employee matters post disinvestment - Case Study (D) Hindustan Zinc Ltd. (HZL) Employees’ benefits which were withheld in the year 2001-2002, have been restored. It is pertinent to note that as long as a venture is an ‘industrial establishment’ the protection provided to the employees under the various labour laws continues. These labour laws are applicable to the company irrespective of whether it is a public sector undertaking or is in the private sector.

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