LABOUR PRODUCTIVITY AUDIT REPORT –...

July 2007

JPS ASSOCIATES (P) LTD. CONSULTANTS

Submitted to:Project Director (SRP)HPRIDC Ltd., HPPWD

US Club, Shimla – 171001Tel: 0177 - 2657551Fax: 0177-2808118

STUDY OF THE PRODUCTIVITY OF FORCE ACCOUNT STAFF IN PUBLIC WORKS DEPARTMENT

LABOUR PRODUCTIVITY AUDIT REPORT – FINAL

Ref: 1634 July 16, 2007 The Chief Engineer –cum -Project Director (SRP) HPRIDC Ltd., HPPWD, State Roads Project, Palika Bhawan, New Shimla-171002 (Near Tall end) (Himachal Pradesh). Tel: 0177 - 2620663 Dear Sir, Sub: Study of Productivity of Force Account Staff in the Public Works Department under

State Road Project - Himachal Pradesh-Shimala – Submission of Labour Productivity Audit Report -Final.

Enclosed please find Ten Hard + 1 Soft (10 + 1 SC)) copies of the Labour Productivity Audit Report – Final for the “Study on 'Productivity of Force Account Labour”. We have made the following additions / alterations while compiling the report: • The results of the inventory and its analysis are included. • Report has been appropriately modified in the light of inventory results. • The norms for road maintenance have been modified to give allowance for leave cover (of

regular staff). • Standard teams for ‘Building Maintenance and Building Norms’ have been included. We also request you to kindly release our balance 10% which was held back for incorporation of inventory analysis in the Productivity Audit Report.

Thanking you, Yours sincerely, For JPS Associates (P) Ltd Pritam Kapur Executive Director Enclosed: 1. 10 Copies of Labour Productivity Audit Report -Final. 2. 1 Soft copy (CD)

Labour Productivity Audit Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh April 2007

H.P. PWDProductivity of force account staff

CONTENTS

Section Page

1 APPROACH TO THE PRODUCTIVITY AUDIT REPORT 1.1 Background 1-1 1.2 Approach To ProDuctivity Audit 1-1

2 INTRODUCTION 2.1 Background of the Study 2-4 2.2 Structure of PWD in HP 2-6

3 METHODOLOGY 3.1 TAsk 1-Benchmark the productivity and cost effectiveness of PWD Labour 3-11 3.2 Plan for Analyzing the Data Collected 3-14 3.3 Task 2: Major causes and ramifications of Low Labour Productivity 3-16 3.4 Task 3: Identify and present strategic options for labour reforms 3-16 3.5 TAsk 4: development of a Labour reform strategy 3-18 3.6 CommuNication Plan for Change Management 3-19

4 FINANCIAL ASPECTS OF MAINTENANCE OF ROADS AND BUILDINGS 4.1 Financial Backdrop of the state of Himachal Prades 4-21 4.2 Himachal Pradesh Public Works Department 4-21 4.3 Composition of Non-Plan Budget of Himachal PWD 4-22 4.4 Expenditure on Periodic Renewal Coats 4-23 4.5 Employment and wage structure of PWD 4-24

5 ROAD MAINTENANCE IN HILLS AND NORMS FOR COST OF MAINTENANCE

5.1 Importance of Road Maintenance 5-26 5.2 Types of Road Maintenance 5-26 5.3 Norms for Cost of Maintenance of Hill Roads Developed by GoI (Minsitry of Surface Transport & Highways) 5-29 5.4 Comparison of Maintenance Cost of HP PWD Compared to Norms 5-31

6 INVENTORY OF LABOUR DEPLOYED AND THEIR PRODUCTIVITY IN ROAD MAINTENANCE

6.1 Methodology 6-34 6.2 Highlights of Inventory 6-35 6.3 Analysis of Inventory 6-38

7 CURRENT LABOUR PRODUCTIVITY IN ROAD MAINTENANCE 7.1 Deployment of labour For Rod Maintenance in Different Circles 7-43 7.2 Road Lengths in different Circles 7-44 7.3 Labour Productivity in Different Circles and Hot Spots 7-45 7.4 Personnel Issues and Discussions with Stakeholders 7-47



8 FINDINGS FROM THE SURVEY OF SECTIONS 8.1 Selection of the Survey of Sections 8-51 8.2 Findings of Civil Divisions 8-51 8.3 PAttern of Labour Deployment 8-53 8.4 Type of tasks Undertaken in Sections 8-56 8.5 Size, staffing and Labour Productivity of sections 8-60 8.6 Horticulture Divisions 8-63 8.7 Electrical Division 8-65 8.8 Mechanical Division 8-65

9 REASONS FOR LOW LABOUR PRODUCTIVITY 9.1 Reasons For Low Productivity 9-73

10 USE OF MECHANIZATION TO IMPROVE PRODUCTIVITY 10.1 Mechanization and its role in improving quality and productivity 10-76

11 NORMS FOR PRODUCTIVITY OF MAINTENANCE LABOUR 11.1 National Norms For Productivity of Maintenance Labour 11-80 11.2 Recommended H.P. Norms for Productivity of Maintenance Labour 11-81 11.3 H.P. Norms for Productivity of Maintenance Labour in Machine Intensive Option 11-83

12 PROJECTIONS OF RANGE OF EXCESS LABOUR 12.1 Methodology For Arriving at Excess Labour Under Normal and Machine Intensive Option 12-86 12.2 Excess labour under current labour intensive working system 12-86 12.3 Excess labour under machine intensive working system 12-88

13 COSTS OF DIFFERENT OPTIONS AND PROJECTED SAVINGS 13.1 Cost of Labour for Road Maintenance Under Existing Scenario 13-90 13.2 Cost of Labour for Road Maintenance Under Existing Scenario But Assuming Labour as per Norms 13-91 13.3 Cost of Labour for Road Maintenance Under Machine Intensive Scenario 13-91 13.4 The Cost Effective Option 13-92

14 MAINTENANCE OF BUILDINGS 14.1 Introduction 14-94 14.2 Development of Norms for Maintenance of Buildings 14-96



APPENDICES

(A) ANNEXURES: Annexure-I: List of 25 Sections 1–1 Annexure-II: Data Collection Format 2 – 14 Annexure-III:Data Sheet for Labour Inventory 15 – 19 Annexure-IV:List of Union in Public Work Department (PWD) 20 – 20 Annexure-V:Maintenance & Repair Norms for 1 (One) Km of SH / MDR of Hill Road (Single Lane) 21 – 22 Annexure-V(A): National Maintenance & Repair Norms for 1 (One) Km of SH / MDR of Hill Road with Detailed Workings Developed in Single Lane 23 – 30 Annexure-VI: Trends in Annual Renewal Coat 31 – 31 Annexure-VII: Division and Circle Wise Estimates of Labour Engaged in Building Maintenance and Road Maintenance 32 – 36 Annexure-VII (A): Bifurcation of Division & Circle Wise labour by Supervisory, Ministerial, Electrical & Mechanical 37 – 40 Annexure-VIII: Division Wise/Circle Wise Road lengths of BT and WBM/Kaccha Roads 41 – 44 Annexure-IX: Division Wise & Circle Wise Labour Productivity 45 – 49 Annexure-X: Section Wise Labour Deployment 50 – 50 Annexure-XI:Extent of Slips and Breakdowns & Section Wise Patch Works and Crack Sealing Work 51 – 52 Annexure-XII: Section wise labour deployment, Productivity of labour & Excess/shortfall of labour 53 – 53 Annexure-XIII: Circle Wise List of Machinery 54 – 54 Annexure-XIV: National Norms for labour requirement per Km of Hill Roads (Single Lane) -GoI 55 – 55 Annexure-XV: Norms for Road Maintenance in Hill Roads of Himachal Pradesh 56 – 56 Annexure-XV (A): Development of Norms for Road Maintenance in Hill Roads of Himachal Pradesh 57 – 59 Annexure-XVI: Norms for Road Maintenance Intensive Option in Hill Roads of Himachal Pradesh 60 – 60 Annexure-XVII: Excess Labour Based on HP Norms 61 – 65 Annexure-XVIII: Labour requirement as per HP Machine Intensive Norms 66 – 70 Annexure-XIX: Cost of Labour for Road Maintenance (only) under Different Options 71 – 71 Annexure-XX: Age Wise Distribution of PWD Labour 72 – 74 Annexure-XXI: Projected Staff Require Retirements Category Wise 75 – 75 Annexure-XXI (A): Year Wise Distribution of Retirement Based on 58 Years 76 – 79 Annexure-XXII: Gender Wise Profile PWD Labour 80 – 82 Annexure-XXIII: Attendance Record of PWD – Labour 83 – 85 Annexure-XXIV: Analysis of Physical Fitness of PWD Labour 86 – 88 Annexure-XXV: Analysis of PWD Labour for Willingness to do Hard Work 89 – 91 Annexure-XXVI: Willingness to Learn New Skills by PWD Labour 92 – 94 Annexure-XXVII: Ability of PWD Labour to Take Initiative 95 – 97 Annexure-XXVIII: Designation Wise Labour Strength of PWD Labour 98 – 99 Annexure-XXVIII (A): Designation Wise Labour Strength in Different Sections of PWD 100 – 102



(B) B) TABLES:

Table – 1: Village Connected with Road in Himachal Pradesh (As on 31.03.2001 to 31.12.2004)

Table – 2: District wise Metalled and Un-metalled Road density as on 30.6.2006

Table – 3: Road Length (Including National Highways) in Himachal Pradesh (1996 to 2005)

Table – 4: Estimated Maintenance Expenditure 2006-07 (Rs Cr)

Table – 5: Estimated Expenditure on Direction & Supervision 2006-07 (Rs cr)

Table – 6: Estimated Expenditure on maintenance salaries and wages 2006-07 (Rs. Cr)

Table – 7: Ratio of salaries & wages to total maintenance budget 2006-07 (Rs cr)

Table – 8: Budgeted expenditure on periodic renewals in 2006-07

Table – 9: Norms for maintenance cost of roads for Routine and Periodic Maintenance for single road (2006-07)

Table – 10: Weighted average costs for HP roads

Table – 11: Road lengths of different types as in July 2006

Table – 12: Weighted average costs for HP roads

Table–13: Annualized standards of maintenance costs based on actual periodicity of periodic maintenance in HP PWD

Table–14: Actual maintenance cost of roads in Himachal Pradesh in 2005-06

Table – 15: Comparison of standard costs of maintenance with actuals for 2005-06

Table – 16: Over all Summaries of Inventory Figures

Table–17: Calculations of ‘Direct Workers’ employed on road maintenance

Table - 18: Circle wise deployment of labour split over buildings and road maintenance

Table – 19: Age Profile of the work force

Table – 20: Year wise estimate of cumulative natural retirements

Table – 21: Summary of Feedback on Attendance Record

Table – 22: Analysis of Inventory Physical Fitness

Table – 23: Analysis of PWD Labour for willingness to do hard work



Table – 24: Willingness to Learn New Skills by PWD Labour

Table – 25: Ability of PWD Labour to Take Initiative

Table – 26: Status of education & qualifications of PWD labour

Table – 27: Circle wise deployment of labour split over buildings and road maintenance

Table – 28: Division Wise/Circle Wise Road lengths of BT and WBM / Kaccha Roads

Table - 29: Division Wise/Circle Wise Staff Strengths & Productivity Ratios (Total)

Table – 30: Labour Productivity in different Circles

Table – 31: Zone wise patch work done per Km

Table – 32: Zone wise incidence of slips per Km

Table – 33: Zone wise trends in Km coverage per section

Table – 34: Zone wise pattern of labour deployment per section

Table – 35: Zone wise pattern of labour productivity per Km

Table – 36: Zone wise estimate of excess labour per section

Table – 37: List of machinery for road maintenance in HP PWD

Table – 38: Staff strength in different sub-division of Dhalli Mechanical Division

Table – 39: National Norms for Labour productivity in Hills

Table– 40: Recommended norms for Labour productivity in Himachal Pradesh

Table–41: H.P. Norms for labour productivity under machine intensive option

Table–42: Calculation of excess number of labour under current working method

Table–43: Calculation of excess number of labour under machine intensive working method

Table – 44: Current cost of labour for road maintenance

Table–45: Cost of labour and projected savings using the recommended norms for H.P.

Table – 46: Cost of labour and projected savings using the machine intensive norms

Table – 47: Minimum Standard team for Building Maintenance per Division

Table – 48: Norms for divisions with large number of buildings



ABBREVIATIONS

AE - Assistant Engineer

BRO - Border Road Organization

CE - Chief Engineer

CE-cum-PD - Chief Engineer – cum – Project Director

CRRI - Central Road Research Institute

CVD - Commercial Vehicles per Day

DA - Daily Allowances

DWW - Daily Wages Worker

EE - Executive Engineer

E-in-C - Engineer – in – Chief

ED - Electrical Division

FA - Financial Analysis

GoHP - Government of Himachal Pradesh

Ha - Hectare

HD - Horticulture Division

HP - Himachal Pradesh

HPRIDC - Himachal Pradesh Road & Other Infrastructure Development Corporation Ltd.

HQ - Head Quarter

HRTC - Himachal Road Transport Corporation

HRA - House Ranted Allowances

IRC - Indian Road Congress

JE - Junior Engineer

Maint. - Maintenance

MB - Measurement Book



MDR - Major District Roads

MEC - Mechanical & Electrical Circle

MR - Muster Roll

NGO - Non-Government Organization

NH - National Highways

NPC - National Productivity Council

P. D. - Per Day

PF - Provident Fund

PRI - Panchayati Raj Institutions

PWD - Public Works Department

QC & D - Quality Control & Designing

RR (G) - Rural Roads (Gravel)

RR (T) - Rural Roads (Tarred)

SDO - Sub-Division Officer

SE - Superintending Engineer

SH - State Highways

S-in-C - Section In charge

SRS - Standard Rate Schedule

ToR - Terms of Reference

UP - Uttar Pradesh

VRS - Voluntary Retirement Scheme

VSS - Voluntary Separation Scheme

WB - World Bank

XEN - Executive Engineer



DEFINITIONS 1. Motorable Double Lane Roads: Normally refers to a road with tar topping/

Bitumen painted, suitable for motor vehicles both light and heavy. This road is motorable for all the seasons. The width of the road is 7 meter

2. Motorable Single Roads (Pucca & Katcha): As stated above this road is a single

lane motorable road for all the seasons. A pucca road is black top or bitumen painted, whereas a katcha road is one without tar top or bitumen paint. The width of the road is about 3.7 meters wide on which one vehicle can pass at a time

3. Jeepable Roads: Refers to Kaccha roads generally of single lane where heavy

vehicle can not pass but only jeeps can run. They have steep slopes and sharp curves, suitable for jeeps. Such roads are also called cart roads. These roads are generally usable in dry season only. Width is generally less then 3 meters.

4. Benchmark: Benchmarking is a process of comparing an organization's

performance to that of other organizations using objective and subjective criteria. The process compares methods of competitors or exemplary organizations to those in the organization under review. Comparing how an organization or company performs a specific activity with the methods of a competitor is a way to identify the best practice and to learn how to lower costs, reduce defects, increase quality, or improve outcomes linked to organization or company excellence.

5. Regular Staff: The regular Staff is employed on a permanent base. They are on the

pay roll of the organizations. They are entitled to all benefits like: leave, medical benefits, PF, DA, HRA etc. These include both the administrative staff as well as civil workers

6. DA: Dearness Allowance is an allowance to compensate for increase in the cost of

living index. This is normally paid to regular workers only. 7. PF: Provident Fund is a fund in which both the employer and the employee contribute

equal amounts. This fund is a contingency fund as a safety net for the workers. Currently the PF contribution is 10-12% of the basic salary of the employee. An equal contribution is also made by the employer. In govt. only the employee contributes.

8. Daily wage Staff: The daily waged staff is employed on regular basis are paid the

minimum wage of Rs.75/- or less per day. They are not entitled to and Daily Allowances, Leave Benefit or Terminal Benefits like Pension, Provident Fund etc.

9. Muster roll workers: Muster roll workers are casual workers who are employed as

per requirement and are paid the same minimum wages as the daily wage staff. However, in practice the muster roll workers are sometimes employed on continuous basis

10. Gang: A gang refers to a team of workers, comprising of 5-15 members who carry out

road maintenance. The members of the gang are generally fixed. 11. Mate: A mate is the supervisor or charge hand of the gang. 12. Work Inspector: A work inspector supervises the technical work in a section

Labour Productivity Audit Report on ‘Study of the productivity of force account staff in the Public Works Department of Himachal Pradesh- Revised July 2007

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H.P. PWD Productivity of force account staff

1 Approach to the Productivity Audit Report

1.1 BACKGROUND

The study on Productivity of force account in HP PWD was started in Mid November 2006.

The goal of the study is to provide a framework for labour reforms to be undertaken in the HP PWD, with a view to improve the productivity, cost effectiveness and efficiency of the road maintenance in Himachal Pradesh.

The study is to be carried out in four steps, viz

• Review the productivity of labour within PWD

• Identify causes of any poor productivity established

• Identify, evaluate and present options for labour reforms in the sector

• Develop a plan of implementation of the agreed labour reform option

The methodology for reviewing the productivity is by selection of 25 representative sections where a detailed review and study has been carried out of the prevailing situation in these sections, the work done in the sections over the last one year and the labour employed in carrying out the maintenance activities of the section.

In addition, a detailed inventory of the number of staff in PWD is being prepared which would give their category, place of work, gender, skills and qualifications. This, besides mapping the labour employed in different parts of the State would also help us to identify hot spots of over staffing and help in developing the reform and right sizing options.

1.2 APPROACH TO PRODUCTIVITY AUDIT

• This report covers the first two tasks of the study, viz. a review of the labour productivity and the causes for poor productivity. It establishes the norms for productivity and ideal staffing and scopes the possible surplus labour as per the norms.

• The list of 25 representative sections to be surveyed and studied was finalized in consultation with the Project Directorate. Its details were provided in the inception report. A timetable for surveys was drawn up.

• During the inception phase, visits were made to two sections (Kandaghat and Shimla) to understand the organization and structure of a sub-division/section and to study the type of work, kind of record keeping and overall environment prevailing at the grass root level.


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• Using the above experience and understanding a questionnaire was developed which would be used for the survey of 25 sections and from which the conclusions could be drawn on the productivity levels and the causes if any, of the poor productivity. The development of the questionnaire and the purpose of the various questions to be asked have been explained in detail in the inception report and are hence not being repeated here.

• Similarly a simple one page form was developed for preparing a detailed inventory of the labour force. This form has been sent to the various divisions to be filled up and sent back to the HQ, after which we would undertake an analysis and summarization of the staff of PWD.

• The study of the 25 sections has been completed and it has provided valuable insights to the ground level working of the maintenance function of PWD. Besides studying the civil divisions, the National Highway divisions and the Mechanical and electrical divisions were also studied. At two locations the horticulture sub-divisions attached to some of the civil division were also studied.

• Discussions were also held with some of the main members of the union. They were apprised of the study and their co-operation was sought. SO far we have found the approach of the union to be quite constructive.

• Discussions were also held with the representatives of some of the main road contractors of the state to get their views on the productivity of the labour in PWD and the methods used by them.

• Similarly discussions have been held with other internal stakeholders such as the SEs, XENs and AEs of the department and their views on productivity and staffing etc. solicited.

• Visits were also made to the Indian Road Congress for studying the work done by them on road maintenance and its norms. Very useful material was collected including some which is specific to hill roads.

• Data was collected from the office of the registrar of PWD regarding overall circle wise staff strengths, the pay scales of the staff etc. The GOs regarding norms of working of the staff and practices regarding transfers, regularizing and making workers permanent, leave rules etc. were also collected.

• Discussions were also held with S.E. Mechanical to understand the experience of the department with mechanization and any experiments carried out with new and modern machines to improve labour productivity.

• Visits have been made to the office of labour commissioner and discussions held with the labour commissioner, Additional Labour commissioner and a labour conciliation officer. Useful insights were gained on the labour in PWD and the handling of labour issues by the management of PWD.

• A meeting was also held with the consultants (SMEC) who are formulating the RMMS (Road Maintenance Management System) to understand the work being done by them and what we could gain from their study and how the two studies could link together.


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• In order to understand the scope of mechanization, visits were also made to the Chief Engineer, Mechanical in the Ministry of Surface Transport and Highways, Government of India. Experience of mechanization of road maintenance not only in Hill areas but also in plains was gathered from discussions with him.

• We also visited an indigenous manufacturer of the road patching machine. This person is a retired SE (Mechanical) from the BRO. The development of the machine was started by him while in BRO. However we learnt that he is still to receive a commercial order for his machine although several stated have shown an interest.

• As per the ToRs we were to develop three options for labour requirement, viz a labour intensive option, a machine intensive option and the third one to be a mix of the two However, we have restricted ourselves to only two options i.e. the current option which is a labour intensive option but with use of excavators and JCBs for clearing of slips and a machine intensive option. We do not think that doing away with use of machines for clearing of slips is a viable option from the point of view of restoring traffic on the roads in as short a time as possible.

• This report will be followed by a ‘Labour Reforms Option’ paper, where the various options emerging from the Productivity Audit will be examined and recommendations made. Simultaneously the output of the productivity audit will be shared with various stakeholders including the unions and their views will be taken into account while finalizing the ‘Labour reforms Options’.


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2 Introduction

2.1 BACKGROUND OF THE STUDY

Road transport is the backbone of economic and social activity in any state, but it is much more so in a state like Himachal Pradesh (HP) with its hilly terrain and difficulties of commuting and communication. Roads in HP can be divided into three types, motorable double lane roads, motorable single lane roads and jeepable roads. In the last decade the length of motorable double lane roads increased by 17% whereas the motorable single roads increased in length by 33.5%. As of 31st March 2006, the road length was reported to be as follows:

National Highways 1257 Km

State Highways 2164 Km

Major District Roads 2241 Km

Rural Roads (Tarred) 8641 Km

Rural Roads (Gravel) 10994 Km

Total (2006) 25297 Km

(Source: Data received from HPRIDC)

The Public Works Department is responsible for maintenance of roads, bridges and government buildings in HP. Generally the maintenance work of PWD is carried out departmentally and over a period of time a large work force and organization has been built up. As of now around 47000 Class IV workers are employed by PWD for maintenance. While initially the workers were taken on a casual basis, over a period of time, they started working on regular basis i.e. daily, even though they were not on permanent rolls. However, with passage of time and with the implementation of various labour laws, there has been an increasing number of regularization of workers.

With the escalating cost of maintenance, it was considered essential to carry out a study of the labour employed and their productivity and to consider various options to improve their efficiency and make them more cost effective. Further, more and more works are being contracted out to private sector companies, further reducing the in house need for labour for any construction work.

The government of HP has also initiated several steps such as better maintenance management, improving productivity by use of simple tools and implements, improved fund availability to take up maintenance in time and as per requirement. It is also examining carious options of utilizing the labour that may be over and above its requirements once the productivity enhancement measures have been implemented.


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The HPRIDC is a wholly owned corporation of the government for fostering the growth of infrastructure in the state with development of roads, bridges and other infrastructure as its major responsibility.

The government of HP is procuring a loan from the World Bank for a State Road Improvement and Up gradation program. Simultaneously it wishes to sponsor several studies on improving the effectiveness of the infrastructure already created and improve its efficiency of operations.

2.1.1 Employment & GDP growth in H.P.

The Employment growth statistics of the Planning Commission records put the employment data (000) between 1999-00 at 0.37% in the state of Himachal Pradesh. The unemployment rate during the corresponding period is given to be 2.94%. The GDP growth rate, however, is recorded as 7.1% which is next only to States of Karnataka and Gujarat- the highest growing states in the country while the all India GDP growth average figures at 7.32% during the same period (1999-00). The objectives of the productivity study and emerging options for structural and strategic growth in the PWD, particularly in the road construction and maintenance segment needs to be viewed in this larger context and socio-economic perspective.

Productivity is the relationship between goods and services provided, and the resource inputs used, usually expressed as a ratio of a measure of output to a measure of input. Total productivity ratio takes into account all outputs and inputs. The complexities of valuing or indexing numbers of various outputs and inputs and maintaining valid statistics over a timeframe has caused general use of partial productivity measures, commonest amongst them base on labour inputs. The measures based on labour inputs reflect the joint effect of a number of interrelated influences like changes in technology, capital investment per worker, level of output , utilization of capacity, layout and flow of material, managerial skill and the skills and efforts of the workforce.

2.1.2 Objective of the Study:

The study aims to provide a framework for labour reforms which are going to be implemented by PWD over the next five to seven years with a view to contribute towards efficient, effective and affordable road, building and other maintenance.

The objectives of the study are:

• To review the productivity of labour within PWD

• To identify causes for any poor productivity performance established

• To suggest various strategic options for labour reforms, which are linked to the present and future civil service reforms being planned for the state

• To develop a detailed plan for implementation of the agreed labour reform strategy for the PWD


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2.1.3 Scope of Work:

The scope of work for the study covers the following tasks:

• Task 1: Benchmark the productivity and cost effectiveness of the PWD labour

• Task 2: Identify the major causes and ramifications of low labour productivity

• Task 3: Identify and present strategic options for labour reforms

• Task 4: Develop a labour reform strategy and create an environment for its acceptance by good communication and consensus building

2.2 STRUCTURE OF PWD IN HP

2.2.1 Organization

The PWD department of Himachal Pradesh (HP) is responsible for construction and maintenance of Roads, Bridges and Government Buildings of HP. The department is headed by the Engineer-in-Chief and who in turn is assisted by six Chief Engineers (CE), four of them looking after the four zones, one CE looking after QC & D and one looking after New Projects e.g. World Bank Project.

The organizational set up of the department and its hierarchy is shown below:

The PWD department is divided into 17 circles as follows:

Civil work 13 circles

NH circle 02 circles

Mechanical 01 circle

Electrical 01 circle

(Source: SO (PWD) (A))

Engineer-in-Chief

Chief Engineer Zone I Chief Engineer Zone-II Chief Engineer-Zone III etc

Superintending Engineer of a circle

Executive Engineer of division

Assistant Engineer-Sub Division

Junior Engineer-Section

Work Inspector

Mate & Gang


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In addition there is also an arbitration circle which deals with the disputes raised by various persons and employees dealing with PWD

Each circle is headed by a Superintending Engineer and has under it divisions headed by Executive Engineers and Sub Divisions headed by Assistant Engineers.

An Executive Engineer, who is in-charge of a division, spans 300 to 600 Kms. A section may cover 40-80 Kms.

At the lowest level the working unit is a work gang comprising of around 8-10 workers and supervised by a mate. A work Inspector supervises the work of 3-4 such gangs, and the section is managed by a ‘Junior Engineer’ (JE). A sub division may have 4-6 sections under it.

2.2.2 Manpower Strength

As of 31st December 2006, the staff strength in HP PWD was as follows:

Regular Staff 36,131

Daily wage Staff 9,766

Daily wage Staff (spl. repair) 4,978 (temp. in nature)

Total Labour 50,875

Professional staff 6,081 (Including HO & other staff)

ALL staff 56,956

(Source: SO (PWD) (A))

The daily wages staff is in practice employed on regular basis. They are paid the min wage of Rs 75p.d. They are not entitled to and DA, leave benefit or terminal benefits like Pension, PF etc.

The government has decided to slowly regularize the daily waged staff, also known as Muster Roll workers. Decision to regularize Class IV workers was taken in August 2005. Those who have completed over 8 yrs of service are being regularized in stages. About 6000 workers are currently in different stages of absorption into regular cadre.

Since the workers are normally living close to the sections in which they work, their radius of work is kept within 8 Kms from the centre of their section. If they have to be sent to work beyond 8 Kms, the department has to arrange for their to and fro transportation from their section or pay their travelling cost.

2.2.3 Connectivity & road density in H.P.

The total length of roads in the state of Himachal is reported as per the 2001 Census to be 29,510 kms covering 34.58% of the state as in 2002. The density of roads in the State of Himachal in the year 2002 is reported as 532 per sq. km. as per the census against the all India average of 776.The road length and coverage at all India level stood at 28158 km covering 61.54% of the area during the same period.

Statistics available on the state and extent of roads in Himachal as per government publications are quoted hereunder for a broad understanding of the current scenario.


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Table- 1: Village Connected with Road in Himachal Pradesh (As on 31.03.2001 to 31.12.2004)

As on 31st March Village Connected With Road

2001 2002 2003 2004

As on 31st Dec., 2004

Villages with Population More than 1500

185 186 186 186 186

1000-1500 224 224 224 244 247

500-1000 847 849 854 870 874

200-500 2575 2588 2612 2621 2628

Below 200 4036 4063 4096 4156 4174

Total 7867 7910 7972 8077 8109

Source: Economics and Statistics Department, Govt. of Himachal Pradesh

Table -2: District wise Metalled and Un-metalled Road density as on 30.6.2006

Status as on 30.6.2006 S. No.

Name of the District

Area of Distt. (Sqm.) Metalled Road

density per100 sq. km. of Area

Un-metalled

Road density per100 sq. km. of Area

Total Total Road density per100 sq. km. of Area

1 Bilaspur 1167 924 79.18 410 35.13 1334 114.31

2 Chamba 6528 1018 15.59 635 9.73 1653 25.32

3 Hamirpur 1118 1226 109.66 361 32.29 1587 141.95

4 Kangra 5739 3501 61.00 1310 22.83 4811 83.83

5 Kinnaur 6401 415 6.48 235 3.67 650 10.15

6 Kullu 5503 677 12.30 504 9.16 1181 21.46

7 Lahaul& Spiti 13835 450 3.25 625 4.52 1075 7.77

8 Mandi 3950 1951 49.39 1958 49.57 3909 98.96

9 Shimla 5131 1802 35.12 2252 43.89 4054 79.01

10 Sirmour 2825 1058 37.45 1250 44.25 2308 81.70

11 Solan 1936 1119 57.80 1132 58.47 2251 116.27

12 Una 1540 1248 81.04 237 15.39 1485 96.43

Total 55673 15389 27.64 10909 19.59 26298 47.24


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Table – 3: Road Length (Including National Highways) in Himachal Pradesh (1996 to 2005)

(In Kms.) (As on 31st March) Type of

Roads 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Motorable Double Lane

2200 2250 2290 2320 2329 2356 2336 2336 2344 2355

Motorable Single Lane

17110 17510 17980 18480 19145 19850 20427 21100 21648 22567

Total Motorable

19310 19760 20270 20800 21474 22206 22763 23436 23992 24922

Jeepable

910 921 961 1001 950 900 781 598 481 442

Sub-Total *

20220 20681 21231 21801 22424 23106 23544 24034 24473 25364

Less than Jeepable

4445 4475 4542 4580 4310 4150 3959 3771 3611 3103

Total

24665

25156

25773

26381

26734

27256

27503

27805

28084

28467

In order to increase the road density level and augment the growth and prosperity of the State, it is necessary to enhance the focus on more new roads while maintaining the existing roads infrastructure at optimum performance level. The optimization of productivity of the force account staff in the PWD assumes its significance in this perspective.

The objective of this study is to review the labour productivity within the Public Works Department of HP encompasses a holistic perspective of its people, the processes, and the output in the current state. The current regular staff workforce of 36,131, and daily waged (muster roll) staff numbering around 14000, the department is saddled with large chunk of workers being further added (about 6000 have recently been absorbed) to its fold who were hitherto hired on daily paid basis as per requirements.

Another dimension is limitations in the mobility and constrained deployment of this available resource. Since the workers hail from surrounding local areas nearing the sections where they worked on daily wage basis, their radius of work is kept within 8 kms. Department has to arrange for their to and fro transportation in the event of their deployment for work at sites beyond 8 kms. of the section where they are enrolled. The processes in vogue in recruitment, absorption, and deployment, therefore, call for a closer look. The output of the field workers at the current level of 1.8 km per head/day has to go up to meet the organizational objectives as


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planned.


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3 Methodology

For conduct of the study, the methodology to be followed is given below. However, it may be noted that this study deals only with Task-1 and Task-2. Other tasks will be dealt in a separate report which will be developed based on the responses to the labour productivity audit.

3.1 TASK 1-BENCHMARK THE PRODUCTIVITY AND COST EFFECTIVENESS OF PWD LABOUR

3.1.1 Selection of 25 sections for study

In accordance with the ToRs, a survey has to be carried out in 25 representative sections to get a first hand feel of the situation. For this purpose, discussions were held with the CE cum Project Director and a tentative list was drawn up, which his annexed as Annexure-I. The list covers a section from each civil circle including representation from NH circle and from Mechanical and Electrical Circle. A study of the Horticulture sections has also been included

The sample also includes areas from the plains as also from the hilly terrain.

3.1.2 Development of questionnaire and data to be collected

Based on the discussions held and the capsule survey a data collection format has been developed, and the same is annexed as Annexure-II. Data has been collected for the current calendar year i.e. from January 2006 to December 2006.

The questionnaire is divided into five parts as follows:

Part-I: General information

Part-II: Details of workers in the section, their profile, growth of workers in the section

Part-III: Physical details of the section e.g. Kms of different types of toads, growth of road network, machinery available etc. and its usage

Part-IV: Work done in last year and its analysis including major break downs and any special repairs.

Part-V: analysis, conclusions, and suggestions

3.1.3 Approach to the collection of field data

The collection of factual data about the workers and their profile does not pose much problem. This data would be collected from the concerned section and from the SDO’s office.

The past attendance records will be collected from the Executive Engineer’s office. Physical checks of the attendance will be carried out at site. Data about other activities or on moonlighting etc. will be collected by individual interviews.


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The problem we foresee is in collection of data on the work done by the section during the last year. Our visits to the sections have brought out that very little records are available on the maintenance work done.

In the past, when a large part of the work force comprised of Daily Wage Workers there was a good system of recording work done by them and their productivity by way of ‘Measurement Book’ (MB) and then using the SRS norms, the work done was costed and it was demonstrated that the wages paid were less than or equal to the estimated cost of the work done. However no such records were kept for regular/ permanent workers.

With the increase in the numbers of regular workers in comparison to the Daily Wage Workers, data for work done or the productivity of a large part of establishment is no longer maintained. Hence our approach to study of work done in the last year will comprise of the following:

• A description of the main works done by the section on a month by month basis using the recollection of the section in-charge and his assistants and by referring to the MBs and completed Muster Rolls (MRs)

• A reconstruction of work done on road surface repairs using the bitumen consumption records of the stores

• A listing of any work done on special repairs

• A listing of any major breakdowns or any major work for which the workers had to be temporarily moved to another location outside the section

• A listing of any major works done using earth moving machinery

• Any work of capital nature or deposit works carried out

• Number of buildings maintained

• Number of workers employed primarily for repairs and maintenance of buildings

The above data will be used to try and construct productivity indicators, which will be primarily related to road length.

3.1.4 Benchmarking with comparable data from other road agencies and comparable private sector organizations

On the issue of getting comparable data to develop norms and to study best practices, we would follow the following approach:

• Obtain data or standards used by other organizations operating in similar terrain; this would include data from the BRO, the NH etc.

• Study the data of other private sector organizations engaged in road maintenance work and the norms followed by them

• Obtain data from organizations such as the NPC, the IRC, the CRRI etc.

• Use of mechanical equipment used by other organizations such as the BRO, NH and army in maintenance of roads will be studied


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• To carry out a desk study and a search on the internet to obtain maintenance standards for roads used elsewhere in the world

• However, the most revealing data is expected to be found by comparisons within the state itself. Comparison between sections will give good proof of the need to rationalize and that widely different standards exist within the same state.

3.1.5 Comparison of wages and benefits with those in equivalent jobs in private sector

The pay scales and benefits received by the workers in PWD will be compared with those in private sector. The principal of region cum industry will be used for determining equivalency. In this regard, one of the most relevant pay scales would be those of the well established and large contractors engaged in road construction and building construction business.

3.1.6 Financial analysis and budgets, growth of budgets and numbers etc.

A study of financial data at the HQ will be carried out to analyse the composition of budgets and how budgets have grown. The variance analysis of the budget i.e. to what extent the increase is contributed by increase in numbers or increase in wage rate or due to increase in material costs.

The wages and other staff costs will be compared with the equivalent jobs in the private sector and any discrepancies found will be highlighted. In particular comparison will be made

Later, the various options to be considered will be costed and their financial impact will be measured.

3.1.7 Updated Inventory of the Labour Force in the Department

One of the tasks of the consultants is to prepare an updated inventory of the labour force of the department. For this purpose a format has been prepared and this will be given to the department to get the requisite information from each circle and sub-division. The inventory will be analysed and summaries prepared. The data sheet for obtaining circle wise inventory is enclosed in Annexure-III.

The inventory so prepared will be entered into software which will help different type of analysis of the labour force e.g.

• Analysis by age and expected retirements

• Analysis by skills

• Analysis by qualifications. This will help in training or re training strategy

• Analysis by experience and number of years of service

• Analysis based on rating of workers and their outputs

• Analysis by location to find the spread/differences by different locations to develop location based strategy


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3.2 PLAN FOR ANALYZING THE DATA COLLECTED

The field data collected from 25 sections will help us to understand the ground realities. The data will be analysed in four different sections:

Section A & B: Overall staff organization in a sub-division & the section taken up for study:

Following analysis will be carried out:

• Comparison of No. of Staff and No. of sections in the different sub-divisions in relation to the Kms of road in a sub-division and a section. This will help throw up overstaffing in some sub-divisions compared to others. Effort will be made to analyse the reasons for such overstaffing.

• No. of skilled persons in different sections and type of skills will be compared to determine if some sections are having more persons of certain skills compared to others. Reasons for such differences will be probed.

• Growth of number of workers in the different sections will be profiled and studied. Reasons for such growth and whether the growth is necessitated by increased road Kms or due to other reasons will be probed.

• The data on personal information of the gang will be used to identify whether some gangs comprise of labour of one type i.e. too many old persons not able to do heavy work, or combinations of husband wive teams or gangs with predominance of permanent or work charge workers etc.

• The data on personal information will also bring out if some of the workers have other occupations (e.g. running a shop or having agriculture) which will indicate possibility of moonlighting.

• The data on availability of tools, machines in use and the differences in their availability from one section to the other will highlight if the lesser number of people employed in any section is because of use of tools or machines.

Section C: Physical details of the Section

Under this section the physical details of the section will be studied.

• Within the section under study, a record will be made of different types of roads that are maintained by each gang and their lengths. This will give an idea of the work load on each gang and a gang wise indicator of labour deployed per Km would be constructed.

• A study of the condition of roads will also be made to see how the condition of roads is impacting the workload of maintenance gangs. In particular it will be useful to see if the roads that are prone to slips or land slides result in the section having to maintain a larger gang of labour or whether some sections maintain a breakdown gang which can be despatched where ever the breakdown occurs.


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• By studying and recording the building maintenance work undertaken in some of the section, an attempt will be made to allocate the labour which is essentially employed for building work. By reducing this labour from the road maintenance labour we hope to get a correct performance indicator of numbers employed per km of roads maintained

Section D:

Under this section effort will be made to study the work done in the section over the last one year. As already mentioned earlier in this report, we do not expect to get any good records of the work done and this section will be reconstructed from memory, diaries and from the Muster Roll forms filled and filed. We have included a section on quantity of bitumen used as an indicator of the work done for road surfacing and road topping.

From an analysis of this section we will try and study:

• The calendar of maintenance followed in different sections. We understand it is largely dictated by the weather conditions.

• The amount of time spent on maintenance of road furniture such as retaining walls, the drains, culverts etc. will be studied to arrive at the overall time taken up by such activities and how its incidence can be reduced by better construction or more mechanization

• The recording of the major breakdowns will bring out the incidence of such breakdowns and the approximate time and labour used in rectifying the breakdowns. We will try and co-relate the incidence of breakdowns in a section with the number of workers in that section.

• Similarly the sections may be undertaking some special repairs or some small local construction activity and the incidence of such activities will also be recorded.

• Last but not the least, a recording of the tools used for maintenance and any mechanization used will be correlated with the number of labour employed for any activity.

Section E: Interpretation and devising performance indicators

An effort will be made to cross tabulate the number of labour employed with the different types and Kms of roads maintained. We will try and develop performance indicators in the following areas:

• Labour employed per Km of road maintained

• If possible construct different standards for different type of roads e.g. National Highways, State Highways, Major District Roads, Kutcha Link Roads and Pucca Link Road.

• Such standards could then be used for determining the norms for labour productivity in each section, depending on the type of roads maintained in a section

• It will be examined if special allowance or a multiplication factor can be developed for roads prone to frequent slips or sinking etc. Then such a multiplication factor could be used equalize different sections for condition of terrain.


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3.3 TASK 2: MAJOR CAUSES AND RAMIFICATIONS OF LOW LABOUR PRODUCTIVITY

3.3.1 Major causes of low labour productivity

The analysis of the data from 25 sections will suggest the various causes. These will most likely be under the following heads:

• Number of workers is more than requirements for external reasons e.g. pressures from local politicians, pressures from unions, pressures from groups e.g. village or community

• Number of workers is more than requirement because of demographic reasons e.g. many workers are in the upper age bracket and hence unable to do hard manual work, or there are more ladies than required etc.

• Number of workers is more than requirement because adequate tools and implements are not available

• Number of workers is more because a large number of workers are doing jobs other than what they have been nominated for including ghost workers and moonlighting

• Productivity is low because of poor ethos and poor culture of productivity

• Productivity is low because poor example is set by the supervisory or management staff

• Other causes/legal issues/administrative issues

Based on such an analysis, the remedies can also be suggested, this will form a part of the next task.

3.3.2 Ramifications of low labour productivity

Once the norms of productivity have been arrived at, the surplus labour can be easily calculated and its spread over different circles can be quantified.

The surplus labour can be costed and the financial implications can be presented to the senior officers of the GoHP, so that they can appreciate the consequences of diversion of such finances which could be used for other purposes.

3.4 TASK 3: IDENTIFY AND PRESENT STRATEGIC OPTIONS FOR LABOUR REFORMS

3.4.1 Evaluation of options

Under this task, the first step would be to examine three different options for productivity improvement. These would be:

a. Improving productivity with current tools and equipment after making some low cost and simple improvements in working methods

b. Improving productivity by resorting to mechanization in a big way, so that the work force required is very much reduced


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c. A mix of both the above options

The three options would be discussed with the client and the most practical and optimal option would be selected for further development.

Besides evaluation of the option of use of mechanized equipment in varying degrees to improve productivity, other areas that will be examined for improving productivity will be:

• Process re-engineering suggested. This could include organizational changes, keeping central team for breakdowns at strategic locations to improve labour utilization, suggesting changing the size of a gang or its area of operation

• Re-examining the work rules and implications, both human and financial of changing the current rule of labour not being deployed beyond a radius of eight Km from their HQ.

• Changing the compensation package to link it to productivity and have an incentive based package

3.4.2 Renegotiation of working conditions and work rules

Often the management takes the current working conditions and rules as given and tries to improve productivity and output within these given constraints. However, there are many examples where the working conditions have been renegotiated. We would examine the feasibility of renegotiating the working conditions such that it is a win-win situation i.e. both the labour and the organization gains. These could include initiatives such as:

• Restructuring the wage packet to link it to productivity and level of service provided

• Renegotiating work rules to be able to transfer workers from one place to another and provide compensation for transfer

• Renegotiate the working rules for multi-tasking and multi skills with a view to improve productivity

• Renegotiate the rules about moving from one place of work to the next in a way similar to the workers of construction contractors

3.4.3 Finding viable solution to the redundancy issue

It is to be understood that an improvement in productivity would mean a reduction in work force and hence the issue of redundancies, management of separation/redeployment process and the human issues it raises will need to be tackled in an acceptable manner.

Some of the options which will be considered, both in human and financial terms, will be:

• Transfer of staff from one department to another within the HP Government. While this would be the easiest options, such opportunities are likely to be few and far between

• Reduction in staff over a period of time (say five years) due to retirements or other reasons

• Accelerating separation of staff which is due to retire in the next five years. Such a voluntary separation scheme is normally well accepted because it helps those nearing retirement to plan their retirement better.


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• Offering voluntary separation scheme to those who can find gainful employment elsewhere. This is the difficult one. On the one hand it is good to let those people go who can find alternative employment or self employment, on the other hand this may represent the group which is high performing and productive and hence the most desirable to retain. A middle path has to be found.

• Forming co-operative body (ies) of workers who wish to take up contract work of construction of roads etc. which has plenty of opportunities what with the booming road construction sector. The possibility of giving a preferential treatment to such bodies could be considered. However, the feasibility of such an option in the HP scenario will need to be examined.

3.4.4 Financial aspects

Any plan of voluntary separation will include an examination of the financial aspects and sources of such funding. The financial expert of the team will make such estimates and present options and sources for such funds, so that the government may carry out the necessary reforms.

3.4.5 Safety net and human aspects

Experience of Voluntary Separation schemes elsewhere have taught us that there is a need to counsel those taking a golden handshake to have a viable plan for using/investing the money received as a result of the separation scheme. Else there are a number of instances of employees unable to handle lump sum money and loosing it all/squandering it.

Learning from private sector, we may propose a set of options and a counsellor to counsel the employees on the options open to them for use of money received by them. This would form a part of the labour reform strategy.

3.5 TASK 4: DEVELOPMENT OF A LABOUR REFORM STRATEGY

The labour reform strategy will follow from the option chosen from the labour reform options. This strategy will outline the overall agreed objective and action standards. It would outline the methodology used i.e. use of participatory process, of carrying the unions and other labour representatives with the action plan. It is obvious that any successful plan will need the full co-operation and understanding by the union representatives and other representatives of people.

The plan will outline:

• The steps to be taken for implementing the reforms successfully

• The time plan and how it has to be sequenced with various other steps

• The participation of unions in the implementation of the plan so that their voice is heard in case of any un-intended hardships or any mid-course corrections required

The overall strategy will have to dovetail with the policy that the GoHP may have in other departments for similar or normal severance. We will also take into account the experience of the GoHP in implementation of ‘Voluntary Separation Schemes’ in any other department while devising the strategy.


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3.5.1 Financial Aspects

The plan will also outline the financial aspects such as cost of the severance package, the sources of funds and steps required to be taken to obtain those funds.

It will also carry out an analysis of the financial impact of the plan on the short term and long term financial health of the department. It will provide justification for the expenditure as a means of bringing back long term health to the department.

3.5.2 Monitoring mechanism

Since the plan of labour reforms and reduction of strength is likely to be spread over several years, a monitoring mechanism and a grievance redressal mechanism will also be suggested.

3.6 COMMUNICATION PLAN FOR CHANGE MANAGEMENT

A study of productivity is always sensitive and may raise various doubts about the purpose of the study and hence may result in the various stakeholders taking defensive or obstructionist approach and may not come forth with the correct situational feedback.

Hence it is necessary to identify the various stakeholders and to develop a plan to communicate with them in an effective manner and to take care of their apprehensions, if any.

3.6.1 Stakeholder identification

We have identified the following stakeholders:

• Internal Stakeholders:

These comprise of

– Unions and any other worker’s representatives. A list of nine unions in the PWD department is enclosed in Annexure-IV. Within the unions there will be two levels of stakeholders:

a) Office bearers at the state level, whose concerns will be more macro and who will be concerned with the impact any labour reforms may have on other departments, and

b) Office bearers at the PWD level, whose concerns will be more about the impact any labour reforms may have on their constituents

– The supervisory staff such as the JE’s and the AE’s

– The senior management of PWD responsible for deliverables

– The labour and labour welfare department of the state


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• External Stakeholders:

These comprise of users of products and services of PWD, inter alia;

– Civic bodies such as the Municipal council and officers

– Zilla Parishads and the Panchayati Raj Institutions

– NGOs representing public

– The transport sector

– Users of buildings under upkeep of the department (viz offices, official residences etc.)

– Public representatives and the legislature

3.6.2 Level of stakes of different stakeholders

• Obviously the highest stakes are of the labour unions as their constituents will be directly affected by anything that is done to improve productivity. Similarly any steps taken to transfer the workers to distant places or to change the work rules will all have a bearing on their constituents.

• The supervisory staff is also affected directly because they are responsible for obtaining output from the workers and a reduction of the numbers will put pressure on them to ensure high productivity. This will upset the comfortable relationship and bring the supervisory staff under tension.

• The transport sector is also directly affected by any action to reduce labour because they have apprehensions of a deterioration of road quality as a result of staff reduction, especially those operating in the village and remote areas.


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4 Financial aspects of maintenance of roads and buildings

4.1 FINANCIAL BACKDROP OF THE STATE OF HIMACHAL PRADES

Himachal Pradesh has population of about 61 lakhs with an area of 55673 Sq. kms. The total road length as on 31st Mar.2006 in H.P. is 26000 kms consisting of National Highways (5%) and the rest 95% State roads of different types. Most of the roads are hilly and rural roads needing constant and regular maintenance to keep them roadworthy throughout the year.

The total revenue receipts of the State during 2004-2005 were of Rs. 4631 crores out of which 60% came from Central Tax transfers and Grants in aid. The balance 40% of the revenue receipts were from State’ own resources (tax and non-tax).

The total expenditure of the State during the same period, comprising of revenue expenditure, capital expenditure and the loans and advances were of Rs. 6471 crores, out of which 42.54% consisted of non-developmental, like expenditure on general services and interest payments.

Salaries expenditure, excluding grants-in-aid towards salaries accounted for 48% of the revenue receipts and 38% of the revenue expenditure of the State during 2004-2005. Similarly the pension payments were of the order of Rs.590 crores which accounted for 10.18 % of the total revenue expenditure of the State. This signifies the high quantum of establishment expenses of the State Govt.

4.2 HIMACHAL PRADESH PUBLIC WORKS DEPARTMENT

The PWD Department of the State is responsible for the construction and maintenance of roads, bridges and Govt. buildings in the State. Actual expenditure on roads during the year 2005-2006 was of the order of Rs.268.83 crores as against Plan outlay of Rs. 284.64 crores . Rs. 22.64 crores was spent on buildings and Rs.4.83 crores on housing during the same period. The State Planning/ Tribal Development Department has earmarked an outlay of Rs. 37.02 crores for development of roads and cableways in the tribal areas of the State during 2006-2006 with the help of which 57 kms of roads were constructed. Similarly out of an outlay of Rs. 48.05 crores for roads and bridges provided by the State Govt. under special component sub-plan for scheduled caste, an amount of Rs. 37.16 crores has been spent during 2005-2006 for construction of about 84 kms of single lane motorable roads and other facilities for maintenance of roads.


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The employment component of sectoral programme during the year 2005-2006 was 22027716 construction person days and 815842 continuing person years as stated in the Annual Plan document of the State Govt. signifying the wide employment opportunity provided by the department.

4.3 COMPOSITION OF NON-PLAN BUDGET OF HIMACHAL PWD

A perusal of the budget for non-plan expenditure of PWD during 2006-07 and discussions held with the finance department of the PWD, brings out the following Pattern:

Table - 4: Estimated Maintenance Expenditure 2006-07 (Rs Cr)

Item of maintenance Maintenance Salaries Other Maintenance Total

Roads & Bridges 225.53 131.24 356.77

Buildings 51.26 27.05 78.31

Total 276.79 158.29 435.08

It can be seen from the table above that the maintenance expenditure on buildings is about 18% of the overall maintenance expenditure. However, the allocation of expenditure is not done strictly and may be taken as indicative.

Further, the salaries on account of Direction & Supervision are not included in the above expenditure, which are as follows:

Table- 5: Estimated Expenditure on Direction & Supervision 2006-07 (Rs cr)

Roads & Bridges Rs. 9.52 cr

Buildings Rs. 5.21 cr

Total Rs. 14.73

Since a major portion of expenditure of PWD is for wages, whether that of regular staff, work charge labor or daily wage labor, we carried out a further analysis to understand the situation more clearly. The salaries and wages component of maintenance expenditure is as follows:

Table -6: Estimated Expenditure on maintenance salaries and wages 2006-07 (Rs. Cr)

Item of maintenance Regular estab. Work charge to Daily wages Total

at Div. level Regular staff labor (est)

Roads & Bridges 49.13 176.40 42.83 268.36

Buildings 11.17 40.09 6.74 58.00

Total 60.3 216.49 49.57 326.37


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This figure is quite worrisome, because it shows that expenditure on labor is so high that it leaves hardly any money for expenditure on materials required for maintenance. The ratio of labor to overall budgets is shown in the table below:

Table-7: Ratio of salaries & wages to total maintenance budget 2006-07 (Rs cr)

Item of maintenance Salaries & wages Total Budget % of budget

Roads & Bridges 268.36 356.77 75%

Buildings 58.00 78.31 74%

Total 326.37 435.08 75%

Conclusion:

It can be seen that expenditure on salaries and wages is nearly 75% of the overall budget for maintenance. Considering that the budget for periodic renewals for the year 2006-07 is estimated at Rs 88.41 cr and the cost of daily wage labor at Rs 42.83 cr, there is no money left for spending on materials for routine maintenance by the gang labor. Whatever little is being spent on materials for routine maintenance will have to be taken out of the plan expenditure, which obviously has its limitations.

With recent conversion of all work charge labor to regular labor, the wage bill will rise further and unless a corresponding increase is made in the budgets for next year, the spending on materials required for routine maintenance is likely to be further squeezed.

This analysis brings out the need to reduce labor cost and increase the spending on materials required for road maintenance. For example, it has been pointed out to us that hardly any patch work is done in some of the sections as no bitumen was available. Similarly shortage of cement etc. for repairs to culverts and retaining walls has also been mentioned in the field

4.4 EXPENDITURE ON PERIODIC RENEWAL COATS

Periodic renewals are necessary for prolonging the life of road. The PWD has a target of applying a renewal coat on National Highways every three years and on state Highways and Major District Roads of once in five years. However, the real situation is somewhat different as can be seen from the analysis below:

Table-8: Budgeted expenditure on periodic renewals in 2006-07:

Budget for periodic renewal from Twelfth Finance Commission (TFC ) Rs 58.41 cr

Budget for periodic renewal from State Govt. funds Rs 30.00 cr

Total Rs 88.41 cr

The renewals coats carried out in 2007-07 are as follows:

Renewal coats on Single Lane 965.7 Kms

Renewal coats on Intermediate Lane 18.7 Kms

Renewal coat on Double Lane 24.5 Kms

Total 1008.9 Kms


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With the total length of tarred roads at about 15000 km, it would appear that the frequency of renewal coats is once in 15 yrs against the norm of once in five years. This is indicative of the fact that the expenditure on renewal coats needs to be increased many fold.

4.5 EMPLOYMENT AND WAGE STRUCTURE OF PWD

The PWD Department of Himachal Pradesh employs about 51000 labour force at different levels out of which about 30% of the staff belongs to daily wage employees as on 31-03-07.

It is further observed from the records that about 45% of the total staff in the department is composed of class IV employees like, Beldars, Mates etc. which play a vital role in the maintenance of roads and buildings in the State.

The basic wage structure of the employees of PWD has remained unchanged for quite sometime. In fact, we understand it is adopted from the Punjab Pay scales and is hence the same as Punjab. In addition to the pay in the scale, the PWD staff receives dearness pay (50% of the old Dearness Allowance), the dearness allowance sanctioned by the State Govt. from time to time (presently at 29%), the house rent allowance (Between Rs 400 p.m. to Rs 1000 p.m.), compensatory local allowance (presently Rs 150 p.m.) and tribal area/remote area allowance as provided by the State Govt.

The basic pay scales of a few important categories are as follows:

Beldar Rs 2620-4140

Mason, Blacksmith, & carpenter etc. Rs 3120-5160

Driver/Machine Operator Rs 3330-6200

Work Inspector Rs 3120-5160

Junior Engineer Rs 5800-11320

Based on information collected by us from various sources, including the internet and discussions with private sector etc. the comparative take home wages of some of the dominant categories of labour employed were as follows:

Average wages of regular employees of H.P. PWD

The average (approximate) take home monthly salaries of some of the main categories are as follows:

Beldar Rs 7200

Mason, carpenter etc. Rs 8000

Machine operator Rs 10000-Rs 12000

Average wages of regular employees of Punjab. PWD

Beldar Rs 5300 (73% of HP PWD)


Machine operator Rs 8400


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Average wages of employees of some leading contractors in H.P.

Beldar Rs 3000 (41% of HP PWD)


Machine operator Rs 7500

It can be seen that the average take home of the labour in HP is higher than that of Punjab, even though the scales of pay are the same. This means that the DA and other allowances of HP are more favourable than that of Punjab.

When it comes to comparing the costs with that of a contractor engaged in road construction, we find that his unskilled labour is entirely on daily wage basis, though he pays a higher daily wage than that of the PWD department. Thus the daily wages paid by a private contractor is about Rs 120 per day against Rs 75 p.d. paid by the PWD. Similarly he pays Rs 180 per day to skilled workers like Masons and Carpenters.

However in overall terms he pays much less than the wages paid by HP PWD to its regular workers e.g. beldars are paid just 40% of that paid by PWD to its regular workers.

4.5.1 Daily wage employees

The records reveal that there are about 15000 workers working on daily wage rate as on 31-03-07. Daily wage/muster roll employees are those who are engaged in road /building maintenance and repairs activities on muster roll system and are paid on daily rate basis but for the full month (30/31 days) if they are present at the work for 25/26 days during the month. There are 171 categories of such daily wagers in the department. The wage rate varies from Rs.75 to Rs.210 per day depending upon the type of work and the classification of the employee. These rates are effective from 01-07-06. In view of its sizable portion in the department, it is learnt that there is no fresh recruitment of daily wage employees since the year 1998, although currently about 5000 daily wage workers are in employment for less than one month.

The daily wage employees get converted into regular employees from time to time as per orders issued by the State Govt. After becoming regular, they become entitled to all the benefits of leave, retirement benefits etc. as are available to regular staff. It is learnt that recently the State Govt. has converted sizable number of daily wagers into regular employees.

Although it is said that all daily wage employees are paid wages on the basis of muster roll, entries in the diary pf mate/junior engineer and the entries in the measurement book, there is lot of work in road/building repairs and maintenance, e.g. cleaning of nallas, putting a bulb/switch in the building etc., the payment of such work is made to the daily wage employee on the strength of certificate by the mate/J.E. concerned. This is a major problem to quantify the work of the daily wager and the discretionary powers provided to the mate/J.E. in the department.

The regular employees are recruited directly as regular and remain as such till retirement. This category mainly consists of executives, ministerial, engineers, class IV administrative like watchmen, cleaners etc.


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5 Road Maintenance in Hills and norms for cost of maintenance

5.1 IMPORTANCE OF ROAD MAINTENANCE

Road maintenance ensures that the road is kept serviceable and the lines of communication are not disrupted. Proper and regular maintenance not only increases the life of the roads but also lowers the cost of operating the vehicles by providing a smooth riding surface.

Over the last few years, the maintenance of roads has acquired a new urgency with a sharp increase in traffic and quantum of load carried. At the same time the cost of maintenance has increased due to an increase in the cost of materials and the wages of labour. On the other hand the availability of funds for maintenance has not risen correspondingly over the period. This has resulted in a general fall in the maintenance standards and the roads have deteriorated in many cases.

Maintenance of roads is much more important for Hill Roads, which are more difficult to negotiate than plain roads. Hill roads also present their own safety problems which get aggravated in the absence of proper maintenance. With poor communication, poor accessibility and large number of hill roads being single lane, the maintenance of hill roads needs special attention and adequate funds.

In Himachal Pradesh the cost of labour has been rising steeply with more and more labour being converted into regular labour from daily wage labour and work charge labour with a consequent increase of over 350% in costs. Whereas the planning commission recommends that not more than 20% of the cost of maintenance be spent on labour and 80% on material, the ratio in Himachal Pradesh is just the opposite.

5.2 TYPES OF ROAD MAINTENANCE

Road maintenance in hills covers the following aspects:

• Ordinary repairs: This activity involves routine maintenance such as maintenance of culverts, road side drainage and cleaning of drains, patch repairs, repairing of shoulders, repairing of retaining walls and maintenance of highway signs and markings and arboriculture.

• Breakdown repairs: In the hills, the roads are blocked quite often due to slips and landslides especially during the rainy season. These disrupt traffic and flow goods. These need to be cleared on emergency basis and the traffic resumed as soon as possible. Similarly sometimes during rains the roads get damaged due to incessant rains, portions may sink or


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get washed away and traffic may be disrupted. These also need to be repaired on emergency basis. At high altitude roads, there is often the problem of snow bound roads where the snow has to be cleared on emergency basis to keep the roads open.

• Periodic renewals: Renewal coats are applied to the wearing surface at predetermined frequency and are a very important part of preventive maintenance. It safeguards the road crust and at the same time gives the pavement a better riding surface. It also prevents seepage of water into the pavement, which is like poison to the road and eventually damages the entire pavement structure.

• Special repairs: These are works carried out to make minor improvement to curves, repairs to culverts, bridges or minor widening of roads etc.

5.2.1 Road maintenance activities carried out by the gang labour of PWD

Historically the PWD gang labour used to carry out all the different type of maintenance activities outlined above. However, over a period of time it was found that the gang labour was not very cost effective in carrying out periodic renewals and special repairs. Hence these activities have by and large been transferred out of the activities of gang labour and these works are carried out by contractors at present.

As of now, the gang labour is carrying out mainly the routine repairs and breakdown repairs only and special repairs and periodic renewals are outside the scope of their work.

During our discussions with various stakeholders, it has been pointed out to us that the gang labour is perfectly capable of carrying out the periodic renewals and special repairs provided proper quantity of materials and equipment is provided to them. It has been pointed out to us as a management problem comprising of finance, management at remote locations and logistics management. Many XENs confirm that they carried out renewals and even new road construction successfully in their division at one time or the other.

5.2.2 Special issues of hill road maintenance

The road maintenance activity of hill roads may be divided into two parts

– Maintenance of road furniture & accessories e.g. cleaning of drains, maintenance of culverts, maintenance of retaining walls, and maintenance of road signs, km stones, hectometre stones etc.

– Maintenance of road surface such as pot hole filling, patch repairs, edge repairs, crack repairs, shoulder repairs etc.

• The maintenance of road surface such as patch repairs can only be done during certain times (summer time i.e. two months prior to monsoon) and one month after the monsoon, because at other times either it is raining or it is too cold to carry out patch repairs.

• The rainy season is the time for breakdown repairs as slips, landslides and road sinking/washouts occur at this time. In winter snow clearance is the main job in high altitude roads.

• During the balance six months, the main activity is only maintenance of road accessories & furniture. This results in imbalance of work load on the maintenance labour.


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• In hilly terrain, drainage is very important especially in areas which receive a lot of rainfall or snowfall. The rain water must be quickly drained out through culverts or scuppers and for this the side drains and the culverts etc. must be kept clear and unobstructed.

• In high altitude areas the main problem is due to melting of snow/ice. The side drains quickly get filled with compacted ice which can be cleared only at the end of the operation. The road surface itself acts as a drain at such times. This causes heavy damage to the pavement. It is a advisable to leave a small snow cover on the road crust to obviate damage to the pavement due to movement of the heavy snow clearance machinery.

• Another issue of road maintenance in HP is the fact that most roads are single lane roads. This makes it very difficult to carry out road surface repairs during day time because the traffic cannot be stopped. At night the traffic is less but the gang labour is not ready to work or it is too cold at night to have good setting and curing of bitumen.

• As a measure of reducing slips and landslides, one of the important tasks of the gang labour should be to carry out plantations on hills to avoid erosion and promote binding of loose soil by the deep roots of the plantations. However, there is little evidence to show that this is seen as a high priority activity. The main arboriculture activity seems to be restricted to plantation of trees on road side and ornamental plantations in the PWD inspection bungalows.

5.2.3 Mechanization and mobility in hills

Considering the various operations involved in maintenance of roads only partial mechanization is possible as some of the tasks like berm repairs, drain cleaning, culvert repairs and repairs to retaining walls, arboriculture etc. can only be done manually.

The mobility of gang labour is less as they move on foot. Consequently the output is also less. In a radius of eight kms. (the normal work area of a gang) it may take the labour upto 2-3 hours of walking to reach and return from their place of work. So the result is that a gang can look after only 8 kms. of area because it is not mobile.

Further, the efficiency of men and machines decreases at high altitude due to low temperatures, less oxygen, and restricted working hours. The working season for construction work involving bitumen and/or cement is normally limited to May/June and October/mid November.

It has been suggested that if the labourers could move in groups of 8-10 (gang) with a patcher mounted on a trolley or truck equipped with all the tools required for routine maintenance, such groups could look after stretches of 30-50 Km with great ease, there by increasing productivity substantially.

We understand that the mobile system of gangs has been implemented for maintenance of National Highways in Rajasthan and UP and the results have been encouraging.


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5.3 NORMS FOR COST OF MAINTENANCE OF HILL ROADS DEVELOPED BY GOI (MINSITRY OF SURFACE TRANSPORT & HIGHWAYS)

Although there are norms for maintenance in plains, there have been very few attempts to build norms for maintenance for hill roads. For example the National Highways use a norm of 0.3 labour/Km. In UP the norm is 0.5 labour/Km. It is also felt that the terrain factor in hills is compensated by the lower traffic density in hilly roads and hence the same uniform norm may be used.

However, keeping in view the specific features and peculiar problems of maintenance in hills, the need for working out separate norms was felt. The government of India under the Ministry of Surface Transport constituted a Committee in 1993 for arriving at norms for maintenance of roads in hill areas.

5.3.1 Categories of roads for development of norms

The norms were evolved based on the following categories1:

• Separate norms were evolved for different type of roads. Two categories were made viz. SH/MDR roads (State Highways/Major District Roads) and ODR/VR roads (Other District Roads and Village roads)

• Four types of surfaces were considered while developing the norms. These were (a) Black topped (b) WBM (Water bound Macadam) (c) kaccha roads & (d) Bridle roads

• Since the maintenance needs will also vary depending on altitude, the roads were further divided into three altitude categories comprising of Category-I upto 500m high, Category-II from 500m to 2000 m and Category-III above 2000 m

• Road maintenance will also vary with traffic. Two traffic levels were considered which were upto 450 CVDs and more than 450 CVDs (Commercial Vehicles per day)

5.3.2 Assumptions made for arriving at the norms

While developing the norms, the following assumptions were made:

• Patch repairs: Since these will vary with type of road and traffic intensity, it was assumed at 5.5% for traffic levels upto 450 CVDs and 6% above 450 CVDs. Average patch thickness is 25 mm for BT (Black topped) roads and 75 mm for WBM roads.

• A lump sum provision was made for ordinary repairs such as repair to drains, store house and sheds, arboriculture, traffic census, removal of slips and clearance of snow etc.

• The values were worked out for rainfall of 1500 to 3000 mm. A reduction or increase of 15% may be made for rainfall less than 1500 mm and more than 3000 mm.

• Standard life spans for different types of treatments for periodical renewal were assumed depending on intensity of traffic and category of roads

1 Article by Chief Engineer Planning, Ministry of Surface Transport (Roads Wing) in seminar in Shimla on maintenance of hill roads


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• Special repairs for repairs to protection works etc, were provided on lump sum basis. For Rain/flood damage a lump sum provision of 12.5% of Ordinary repairs and Periodic repairs was recommended.

5.3.3 Norms for costs of Road maintenance suggested by the committee constituted by GoI (Ministry of Surface Transport & Highways)

The summary of the Maintenance and Repair norms suggested by the committee are given below. The norms were originally prescribed based on 1992-93 prices and have been suitably amended for the increase in the costs over the last 13 years. The detailed table of norms corrected for inflation is given in Annexure-V

Table - 9: Norms for maintenance cost of roads for Routine and Periodic Maintenance for single road (2006-07)

Inflation index 1992-93 to 2006-07 220% Category Surface Foot Hills Cat I Medium Altitude Cat-II <450 CVD >450 CVD <450 CVD >450 CVD SH/MDR BT 134000 145000 151800 168300 WBM 92000 101000 123200 137500 ODR/VR BT 118800 136400 WBM 81400 107800 Katcha 49500 60500

Source: Data from seminar presented by Sh. Kaul C.E. Ministry of Transport, GOI, corrected for inflation

Note 1: The above figures are for Single lane roads

Note 2: For intermediate lane roads a factor of 1.3 may be used and for double lane roads a factor of 1.6 may be used.

It may be noted that the cost of maintenance of a road with more than 450 CVDs is about 15% higher at medium altitude compared to foot hills.

Similarly the cost of maintenance of link roads etc. at medium altitude is 23% lower for BT tops and 56% lower for WBM link roads. This difference is accounted for by both the lower road traffic and lower cost of periodic maintenance of such roads.

The above figures are converted for the Himachal Pradesh pattern of road and CVD pattern as per table 10 given below:

Table- 10: Weighted average costs for HP roads Weighted average costs for eq. HP roads

Norm for Himachal

NH/SH/MDR All BT 168300 All Above 450 CVD ODR/VR 44%BT+56% WBM 97856 All below 450 CVD


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5.4 COMPARISON OF MAINTENANCE COST OF HP PWD COMPARED TO NORMS

5.4.1 Road lengths of different types and different categories in Himachal Pradesh

Based on the data of roads in Himachal Pradesh, we find that the major lengths of roads (78%) are accounted by the rural roads to villages and smaller towns and only 22% is accounted for by National Highways, State Highways etc. (Refer table below).

Of the rural roads more than 55% comprises of gravel WBM roads. The maintenance expenditure on such roads should be even lower than the BT rural roads.

Further, 91% of the road length comprises of single lane roads. All the double lane roads are on National and State Highways. Considering the vehicular traffic this is the correct distribution.

Table: 11: Road lengths of different types as in July 2006

Type of road Single Intermediate Double Total Percentage

lane (SL) lane (IL) lane (DL)

Km Km Km Km % National Highway 318 223 697 1238 4.9 State Highways 1533 0 631 2164 8.6 Major district Roads 1521 0 720 2241 8.9 Sub-Total of Major Roads 3372 223 2048 5643 22.3 Rural Roads (BT) 8641 0 0 8641 34.2 Rural Roads Gravel (WBM) 10994 0 0 10994 43.5 Sub-Total Rural Roads 19635 0 0 19635 77.7 Total 23007 223 2048 25278 100.0 Percentage 91.0 0.9 8.1 100.0

Source: Data from the Project Director’s office

5.4.2 Standards for maintenance costs of roads in Himachal Pradesh PWD

Based on information provided by the PWD, the following norms have been specified:

• Norms for periodic maintenance (Renewal Coat) is every three years for National Highways and every five years for State Highways.

• The norms for routine maintenance vary from Rs 37,000 for single lane to Rs 66,000 for double lane.


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Expressing these costs on a yearly basis and taking a weighted average based on different types of roads (table above), the norm for cost of maintenance of roads in HP may be considered as Rs.1.47 lakhs per Km (based on weighted average cost of single, intermediate and double lane roads). It may however be noted that the cost of routine maintenance is only 25% of the cost of periodic maintenance. If there is a delay in periodic maintenance, the impact of such delays on standard cost of maintenance is very high.

Table- 12: Weighted average costs for HP roads Norms for Maintenance costs as per PWD in July 2006

Costs as per PWD sheet Rs. lakhs

Single Lane

Intermediate Lane

Double Lane

Weighted Average cost

Periodic maintenance cost 5 6.75 9.75 Periodic maint/yr (on 5 yr cycle) 1 1.35 1.95 Routine maint/yr 0.37 0.45 0.66 Total maint cost 1.37 1.8 2.61 1.47

Source: Data provided by the Project director’s office

5.4.3 Annualized standards for maintenance cost of roads in Himachal Pradesh

Data from PWD reveals that in 2005-06 only 773 Kms of roads were provided with a renewal coat (Trends in Annual Renewal coat Annexure-VI). Considering that the total roads with BT surface is about 14300 Kms, the average renewal cycle would come to 18 yrs! Further, while we have taken weighted average cost based on road lengths, we find from the data of renewal coat that 90% of the renewal coat is on single lane roads (722 Km out of 773 km)

The modified standards of maintenance on this basis (assuming the costs of periodic maintenance remains the same) but actual periodicity and type of roads treated would be as given below:

Table- 13: Annualized standards of maintenance costs based on actual periodicity of periodic maintenance in HP PWD

Costs as per PWD sheet Rs. lakhs

Single Lane

Intermediate Lane

Double Lane

Weighted Average cost

Periodic maint 5 6.75 9.75 Periodic maint/yr (on 18 yr cycle) 0.28 0.38 0.54 0.30 Routine maint/yr 0.37 0.45 0.66 0.39 Total maint cost 0.65 0.83 1.20 0.69

Source: Data provided by the Project director’s office and planning cell of HP PWD

Thus due to lower periodicity of renewal coat the modified standard of maintenance cost should be only Rs.70,000 per Km i.e. only about 50% of the standard shown in table No. 12 above.


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5.4.4 Actual maintenance costs of different categories of roads

To arrive at the actual maintenance cost of roads, different types of roads were converted into equivalent single roads using the conversion ratios prescribed by the norms developed by ministry of transport GOI and explained in section 2.3.3 above.

The total costs of maintenance as obtained form the finance section of HP PWD were taken and the actual cost of maintenance for different categories of roads was obtained. The same is given below in table No.14

Table- 14: Actual maintenance cost of roads in Himachal Pradesh in 2005-06

Type of road Total PercentageTotal eq single Maint exp Maint exp

lane 2005-06 per Km Km % Km Rs cr Rs lakhs National Highway 1238 4.9 1723.1 State Highways 2164 8.6 2542.6 Major district Roads 2241 8.9 2673 Sub-Total of Major Roads 5643 22.3 6938.7 159.12 2.29 Rural Roads (BT) 8641 34.2 8641 Rural Roads Gravel (WBM) 10994 43.5 10994 Sub-Total Rural Roads 19635 77.7 19635 182.39 0.93 Total 25278.0 100 26573.7 341.51 1.29

(Source: Data provided by the Project Directorate’s office)

Let us now compare this cost with the costs of maintenance as per norms of Ministry of transport and that of HP PWD as modified for actual periodicity of renewal coats.

The table below shows that the costs are substantially higher than the norms of both the GOI and that of HP PWD as modified by us.

Table: 15: Comparison of standard costs of maintenance with actuals for 2005-06

Type of roads GOI std. HP mod. Std. Actual % above (Rs Lakhs)

GOI std HP mod std

NH/SH/MDR 1.68 0.69 2.29 +36% +230%

Rural roads 0.98 0.69 0.93 -4% +35%


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6 Inventory of labour deployed and their productivity in road maintenance

In view of the several changes that have taken place in the labour deployment including regularization, promotions and transfers, it was felt desirable to prepare a detailed inventory of the labour deployed in the department. This was made a part of the present assignment and the consultants were also asked to prepare an inventory of the labour working in PWD.

6.1 METHODOLOGY

The consultants prepared a format for collecting the inventory data, which would then form a history card of each employee of PWD working in various divisions.

The inventory data sheet would contain the name, age, years with PWD, gender, year of last promotion or regularization and a report of his superiors on his physical and other attributes. The gross salary/emoluments were also asked for in the data sheet. The inventory form is enclosed as Annexure-XII

The forms were sent to all divisions to compile and were returned duly filled over a period of about three months. The data so received was computerized using software specially designed for capturing and analysing the inventory details.

As was to be expected, not all divisions sent the data as required and there were several variations. The most common problem was that in many forms the designation was not mentioned, hence categorization was a problem. Similarly the current status of the employee, i.e. daily wage or regular was also not mentioned in a large number of forms. Another area of difficulty was not mentioning the workers engaged in building work by some of the divisions, as a result the number of workers indicated as employed in buildings was coming quite low.

Such difficulties were overcome by an intelligent sort of the non-responsive attributes. For example the No Response in the case of Daily Wage or Regular was sorted as those with service of above 8 yrs and below 8 yrs. Those with service above 8 yrs were added to regulars as the government recently regularized all those with service more than 8 yrs. Similarly, the No Response in designation was added to Beldars based on salary mentioned. The numbers employed in building work was suitably adjusted based on the divisions where there is considerable building maintenance activity and the figures appeared to be under reported.

The accuracy of inventory data so compiled was cross checked with the registrars of the three zones during the workshops conducted in the zones. It was found that by and large the inventory data and the data with the zonal registrars was tallying. In two divisions where the differences were noticeably large, the correct summaries were obtained from the divisions and incorporated. The individual data forms will be obtained from these two divisions later on and incorporated in the inventory.


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6.2 HIGHLIGHTS OF INVENTORY

We found that the inventory figures turned out to be much lower than the figures available with the Registrar’s office in Shimla. We were initially given to understand that the total labour deployed in PWD was around 51000 including daily wage workers. However, the final inventory as prepared by us and based on data supplied by each division totals upto 41324 only. This points to the need for updating the inventory figure at the HQ quite frequently, as the inventory figures are key to the control exercised by the department on the employment and the budgets of the department.

6.2.1 Types of divisions in the department

The department is also responsible for construction and maintenance of public roads, bridges and government/public buildings. While the department is seen as predominantly maintaining the roads, quite a bit of its work is on maintaining of buildings. Since maintenance of buildings has an immediate impact on its occupants, this activity takes up more than its normal share of time, especially in district towns, where bulk of the buildings are located. In a few big cities the building division is a separate division (like in Shimla) but in most other divisions the building maintenance is part of the civil divisions.

In addition there is the mechanical division which runs several workshops which maintains the various machinery used in the department. In addition there is the electrical division which mainly looks after maintenance of electrical installations in the various buildings maintained by PWD.

6.2.2 Overall Summary

We give below the summary of inventory figures as obtained by us:

Table – 16: Over all Summaries of Inventory Figures

Regular Employees 30798

Work Charge 2025

Daily wage workers 8475

Total 41298

Thus it may be observed that about 20% of the labour comprises of Daily Wage Labour. Since most of the workers with continuous service of more than eight years have already been regularized, it may be fair to deduce that this 20% of work force is relatively young work force, and hence also the most productive. Details are given in Annexure VII

6.2.3 Split between road maintenance and building maintenance

The split of this labour on building and road maintenance was found as follows:

Workers employed on road maintenance 37284

Workers employed on building maintenance 4014

Total 41298

% employed on buildings 10%


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The above figure denotes the labour from civil sections deployed on building maintenance. While the craftsmen such as carpenters, plumbers, painters and some of the masons who are predominantly employed on building maintenance have been directly charged to building maintenance, the beldars who are a common resource have been assigned on estimate basis. In some cases the figures are based on the judgement of the consultants. For division and circle wise details refer to Annexure VII

Note: The building labour includes the labour in electrical division who are mainly deployed in building maintenance and the civil divisions include the mechanical divisions who maintain the machines used by road maintenance gangs.

6.2.4 Calculations of ‘Direct Workers’ employed on road maintenance

A close scrutiny of the inventory brought out the fact that in many divisions the inventory also included many who were not directly employed on road labour. Since the productivity study is concerned with the ‘Direct Labour’ employed on road maintenance, it would be only proper to remove those who are not directly employed on road maintenance.

We give below table in the indirect labour and supervisory staff included in the inventory to arrive at the correct number of labour employed as ‘Direct Labour’ in maintenance of the road network.

Table – 17: Calculations of ‘Direct Workers’ employed on road maintenance

Total labour as per inventory 41298

Less:

Ministerial staff included in the inventory 1175

Supervisory staff (AEs & JEs) included 649

Mechanical Workshop Staff 961

Electricians and electrical labour 539

Building maintenance labour 3417

Total Non-Road labour 6741 6741

Nett Direct Road Labour 34557

Thus it may be seen that the nett “Direct Road Labour is only 34557 out of the total inventory of 41298 i.e. 82%. Out of the balance 10% is employed on building maintenance and 8% on ministerial, supervisory and mechanical work. Details of the above bifurcation are given in Annexure VII (A).

6.2.5 Zone wise split of labour

It may be of some interest to examine the labour deployment area at circle level to understand where this labour is employed.


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Table - 18: Circle wise deployment of labour split over buildings and road maintenance

S.No. Name of Division Total Building Road labor labor laborA SOUTH ZONE 1 3rd Circle Solan 2402 221 21812 4th Circle Shimla 2403 655 17483 11th Circle Rampur 4225 291 39344 12th Circle Nahan 2897 223 26745 14th Circle Rohru 1699 88 16116 National Highway Circle Shimla 430 5 4257 N.H.Cicle Shahpur 953 18 9358 Mech Circle Dhalli 287 44 2439 Electrical Circle Shimla 635 635 0 Total South Zone 15931 2180 13751 B CENTRAL ZONE 1 1st Circle Mandi 6955 594 63612 8th Circle Hamirpur 1539 43 14963 10th Circle Bilaspur 2108 67 20414 6th Circle Kullu 2330 317 2013 Total Central Zone 12932 1021 11911 C NORTH ZONE 1 5th Circle Palampur 3484 308 31762 7th Circle Dalhousie 5905 376 55293 9th Circle Nurpur 2240 41 21994 15th Circle Una 832 88 744 Total North Zone 12461 813 11648 Grand Total 41324 4014 37310

Of the total labour employed, maximum is in the South Zone or the Shimla Zone at around 40% of the labour. Of course the Shimla Zone is also the biggest. The building activity is also the highest in Shimla with an entire division devoted to buildings.

It may also be seen that the biggest circle is in Central Zone i.e. 1st circle Mandi at 6955 labour while in North Zone the biggest circle and 7th circle Dalhousie at 5905 labourers. In South zone the biggest circle is the 11th circle Rampur with 4225 labourers. This has to be viewed against the average size of a circle at 2430 labourers.

Division wise detail of labour employed is given in Annexure-VII


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6.3 ANALYSIS OF INVENTORY

The analysis of the inventory gives the demographic profile of the labour force of PWD and its various attributes.

Note: It may however be noted that the analysis is on the basis of 39149 workers as detailed inventory sheets were not available for the balance 2175 workers. However, this is unlikely to change the overall analysis and conclusions.

6.3.1 Age profile

The age profile gives us an idea of the ageing of the workforce and the natural retirements that are expected. The age profile of the work force is as given below table:

Table - 19: Age Profile of the work force

Age group No. of workers % of workforce

<20 yrs 323 00.8

20-30 yrs 2122 05.4

30-40 yrs 10828 27.7

40-50 yrs 13803 35.3

50-55 yrs 6562 16.8

>55yrs 4327 11.1

No response 1184 03.0

Total 39149 100.0

The above table is very important table and shows that:

• 11.1% of the field force is above 55yrs of age and 16.8% is above 50 yrs old. With the retirement age of regular workers at 58 yrs, it means that nearly 29% of the field force is above 50yrs and due to retire in the next eight years.

• Given that many of the workers have under declared their age, it is a fair guess that most of this work force of 29% is either already above 58yrs or near about. This also means that their capacity to do hard work is limited.

• The maximum work force is in the age group of 40-50 yrs (35.3%) and 30-40 yrs (27.7%), with these two groups together accounting for 63% of the work force. In the next 10 yrs, this work force would have also aged to the group of 50 and above, and we need to consider the possibility of inducting fresh blood to carry out the hard physical work required in road maintenance. Details are given in Annexure XX

• Considering the importance of ascertaining correctly the due retirements for manpower planning, we have prepared a table of year wise retirements over the next ten years. This is also split over the direct and indirect labour.


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The summary of the expected retirements is as given below:

Table – 20: Year wise estimate of cumulative natural retirements

Description

1st

Year

2nd

Year

3rd

Year

4th

Year

5th

Year

6th

Year

7th

Year

8th

Year

9th

Year

10th

Year

Civil Road

Maintenance 1042 1900 2837 3848 4957 6214 7304 8377 9467 10650

Others 168 326 523 736 971 1253 1484 1762 1977 2250

Total 1210 2226 3360 4584 5928 7467 8788 10139 11444 12900

% of total 3.1 5.7 8.6 11.7 15.1 19.1 22.4 25.9 29.2 33.0

Note: Others comprises of categories not directly involved in road maintenance i.e. (a) Building maintenance (b) Mechanical Division (c) Electrical Division (d) Supervisory Staff (e) Ministerial staff. Full details of category wise retirements for each of these categories is also given in the Annexure XXI. The details of retirements over the next ten years split over divisons and circles is given in Annexure XXI (A)

6.3.2 Gender profile

The labour is predominantly male as can be seen by the figures below:

Gender No. of workers % of workforce

Male 35983 91.9

Females 3169 08.1

Total 39149 100.0

Nearly 92% of the labour is male and only 8% are females. Many of the females are related to the male members and work as team with them. Details are given in Annexure XXII

6.3.3 Attendance record

We had asked for feedback on attendance record. The summary of feedback on attendance is as follows:

Table – 21: Summary of Feedback on Attendance Record

Attendance Record No. of workers % of workforce

Excellent 2812 07.2

V.Good 17032 43.5

Good 18553 47.4

Average 828 01.6

Poor 124 00.3

Total 39149 100.0


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This analysis shows that by and large the attendance of workers is good with 98% having attendance of good to excellent. The 2% with average and poor record of attendance may be the habitual absentees and their cases may be examined more closely to see the possibility of dismissing such habitual absentees from the service. For details please see Annexure XXIII

6.3.4 Physical fitness

Physical fitness is an important attribute of the workers in PWD. The analysis of inventory reveals the following:

Table – 22: Analysis of Inventory Physical Fitness

Physical Fitness No. of workers % of workforce

Excellent 2144 05.5

V.Good 15418 39.4

Good 20529 52.44

Average 889 02.3

Poor 168 00.43

Total 39149 100.0

As per these reports over 97% of the workers are having good to excellent physical fitness. This is different from our field reports and field observations where there are a number of aged persons whose age is much more than the declared age and who are physically unfit. There may have been some hesitation in the minds of those reporting on physical fitness to make an adverse entry.

In our opinion the 2.7% of the cases who are reported as average to poor fitness must be really unfit and hence their cases should be examined to see if they should be discharged as being physically unfit. For division wise details please see Annexure XXIV.

6.3.5 Willingness to do hard work

Reports were also provided about the willingness of workers to do hard work. The reports indicate the following:

Table – 23: Analysis of PWD Labour for willingness to do hard work

Physical Fitness No. of workers % of workforce

Excellent 1684 04.3

V. Good 12463 31.83

Good 21797 55.7

Average 2793 07.1

Poor 410 01.1

Total 39149 100.0


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As per the reports, 92% of the workers are hard working and only 8.2% are average to poor. Considering the reluctance that would be there to mark anyone as unwilling to do hard work, we feel that the 8.2% marked as average and poor must be real bad cases and need to be reviewed for taking action. Annexure XXV

6.3.6 Willingness to learn new skills

This is an important attribute given that PWD may modernize or want to do things differently or may attempt to change its work culture. Following analysis were made:

Table – 24: Willingness to Learn New Skills by PWD Labour

Willingness to learn new skills No. of workers % of workforce

Excellent 1742 4.5

V. Good 12633 32.3

Good 21557 55.1

Average 2828 07.2

Poor 389 01.0

Total 39149 100.0

It is interesting to note that the report on physical fitness and willingness to learn new skills is more or less similar. This gives an impression that those who are physically fit are also willing to learn new skills. Annexure XXVI

6.3.7 Ability to take initiative

The report on this aspect gives the following summary:

Table – 25: Ability of PWD Labour to Take Initiative

Ability to take initiative No. of workers % of workforce

Excellent 1684 04.5

V. Good 12463 32.3

Good 21797 55.1

Average 2793 07.2

Poor 410 01.0

Total 39149 100.0

This report is also similar to the report on willingness to learn new skills. Details are given in Annexure XXVII


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6.3.8 Status of education and qualifications

The inventory has also collected data on education and qualification of the workers in PWD. Summary is given below:

Table - 26: Status of education & qualifications of PWD labour

Education Status No. %

Illiterate 19124 48.85

Primary 6939 17.72

Under Middle 6201 15.84

Matric 5114 13.06

Higher Secondary 1150 2.94

Graduate 389 0.99

Post Gradaute 78 0.20

Diploma 124 0.32

Engg. Gradaute 28 0.07

Engg. Post graduate 2 0.01

Total 39149 100.00

This data is important because it gives an idea of persons who are highly qualified and these are possible candidates for placement in higher vacancies as they arise. It can be seen that there are nearly 627 employees who are graduates and above.

6.3.9 Category wise break up

We had also asked for designations and the same was also analysed. We found there was considerable confusion in the designations mentioned in the inventory sheets. We have suitably tried to classify them and the same is enclosed in Annexure XXVIII (A) and Annexure XXVIII (B)


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7 Current labour productivity in road maintenance

7.1 DEPLOYMENT OF LABOUR FOR ROD MAINTENANCE IN DIFFERENT CIRCLES

In table 17 in chapter 6 above the split of labour between road and building maintenance has been given. However a closer perusal of the inventory shows that the road maintenance labour comprises of mechanical workshops, ministerial staff and supervisory staff. Since this labour is not employed as direct labour for road maintenance it is only proper to remove them from the figure of road maintenance labour for the purposes of calculating the inventory.

The labour deployed in various activities has been analysed from the information available in the inventory. The details have been given in Annexure VII A. A summary of the same is given below:

Table -27: Circle wise deployment of labour split over buildings and road maintenance

S.No. Name of Division Total Building Road labor labor laborA SOUTH ZONE 1 3rd Circle Solan 2402 221 21812 4th Circle Shimla 2463 655 18083 11th Circle Rampur 4225 291 39344 12th Circle Nahan 2896 223 26735 14th Circle Rohru 1699 88 16116 National Highway Circle Shimla 430 5 4257 N.H.Cicle Shahpur 955 18 9378 Mech Circle Dhalli 287 44 2439 Electrical Circle Shimla 635 635 0 Total South Zone 15992 2180 13812 B CENTRAL ZONE 1 1st Circle Mandi 6953 594 63592 8th Circle Hamirpur 1539 43 14963 10th Circle Bilaspur 2108 67 20414 6th Circle Kullu 2330 317 2013 Total Central Zone 12930 1021 11909


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C NORTH ZONE 1 5th Circle Palampur 3412 308 31042 7th Circle Dalhousie 5560 376 51933 9th Circle Nurpur 2345 41 23044 15th Circle Una 1050 88 962 Total North Zone 12376 813 11563 Grand Total 41298 4014 37284

Of the total labour employed, maximum is in the South Zone or the Shimla Zone at around 40% of the labour. Of course the Shimla Zone is also the biggest. The building activity is also the highest in Shimla with an entire division devoted to buildings. Division wise detail of labour employed is given in Annexure-VII

7.2 ROAD LENGTHS IN DIFFERENT CIRCLES

A perusal of the road lengths in different circles brings out that the south zone has maximum road lengths (40%), while the north zone has the minimum (27%). Further in the South Zone there has been maximum activity of road construction and the length of Kaccha roads is more than that of BT roads. In fact in Rohru circle the Kaccha roads are about 70% of the road length. In absolute terms Mandi has the highest length of kaccha roads at 1940 Kms

Table – 28: Division Wise/Circle Wise Road lengths of BT and WBM / Kaccha Roads

S. No. Name of Division BT Road WBM/kaccha Total

Km Kms Kms A SOUTH ZONE

1 3rd Circle Solan 944 1121 2066 2 4th Circle Shimla 380 644 1024 3 11th Circle Rampur 1619 1372 2992 4 12th Circle Nahan 1126 1384 2510 5 14th Circle Rohru 462 1034 1496 6 National Highway Circle Shimla 456 0 456 7 National Highway Circle Shahpur 779 0 779 8 Mech Circle Dhalli 0 0 0 9 Electrical Circle Shimla 0 0 0

Total South Zone 5766 5555 11323 B CENTRAL ZONE

1 1st Circle Mandi 1631 1941 3573 2 8th Circle Hamirpur 1107 390 1497 3 10th Circle Bilaspur 754 418 1172 4 6th Circle Kullu 516 558 1074

Total Central Zone 4008 3307 7316


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C NORTH ZONE

1 5th Circle Palampur 1631 716 2347 2 7th Circle Dalhousie 1008 621 1628 3 9th Circle Nurpur 1517 700 2216 4 15th Circle Una 1188 259 1447

Total North Zone 5344 2296 7638 Grand Total 15118 11158 26277

Full details are given in Annexure - VIII

7.3 LABOUR PRODUCTIVITY IN DIFFERENT CIRCLES AND HOT SPOTS

In the table below, we see the labour deployment or labour productivity per km of road length in different circles. We see quite a bit of difference in behaviour of different circles.

The lowest ratio is that of Una at 0.60 labour/Km. There are other circles with productivity below 1.0 lab/Km such as NH Shimla (0.86), Solan (0.98), Rohru (0.98) Hamirpur (0.91) etc. On the other hand the highest labour ration is at Dalhousie at 3.09 labour/Km. Other circles with high labour ratios are Mandi at 1.73, Kullu at 1.62 labour/Km., Bilaspur at 1.64 labour/Km and 4th Circle Shimla at 1.60 labour/Km.

Table - 29: Division Wise/Circle Wise Staff Strengths & Productivity Ratios (Total)

S.No. Name of Division/Circle

BT Road

WBM / kaccha

Total Road

Total Road Labour Productivity

Km Kms Kms Nos. Lab/Km A SOUTH ZONE 3rd Circle Solan 944 1121 2066 2202 0.98 4th Circle Shimla 380 644 1024 1635 1.60 11th Circle Rampur 1619 1372 2992 3512 1.17 12th Circle Nahan 1126 1384 2510 2517 1.00 14th Circle Rohru 462 1034 1496 1468 0.98 National Circle Shimla 456 0 456 393 0.86 N.H.Cicle Shahpur 779 0 779 867 1.11 Mech Circle Dhalli 0.00 0.00 0.00 0 0.00 Electrical Circle Shimla 0.00 0.00 0.00 0.00 0.00 Total South Zone 5766 5556 11322 12414 1.10 B CENTRAL ZONE 1st Circle Mandi 1631 1941 3573 6174 1.73 8th Circle Hamirpur 1107 390 1497 1367 0.91 10th Circle Bilaspur 754 418 1172 1917 1.64 6th Circle Kullu 516 558 1074 1740 1.62 Total Central Zone 5196 3567 7316 11198 1.62


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C NORTH ZONE 5th Circle Palampur 1631 716 2347 2853 1.22 7th Circle Dalhousie 1008 621 1628 5034 3.09 9th Circle Nurpur 1517 700 2216 2135 0.96 15th Circle Una 1188 259 1447 874 0.60 Total North Zone 5343 2295 7638 10896 1.43 Grand Total 16305 11419 26277 34508 1.31

A. Adjustment for DL & IL roads 1296 1296

Adjusted Grand Total 17601 11419 27573 34508 1.25

Full details are given in Annexure - IX

The average productivity for the entire HP is estimated at 1.25 labour/Km after making adjustments for the double and Intermediate lane roads.

On this basis we can divide the circles into three categories. Circles with labour productivity above 2 per Km require most urgent attention, followed by those which are between 1-2 labour/Km and those below 1.0 labour/km.

In our discussions, various reasons have been forwarded for the pattern of labour in different circles; the most common explanation is of connecting the labour with height. While there is justification for extra labour of about of about 0.2 labour per Km in snow bound areas, such road lengths would not account for more than 20% of the total road lengths in these circles.

It is possible that some of these circles may fall under tribal belt and as such the recruitment of labour may have been more generous and seen as a labour welfare and employment measure. Thus we found that one of the sections that we studied, there were 49 labour employed for maintaining just 8 Kms of road i.e. a ratio of over 6 labour per km..

The wide variation in the labour per Km points to the potential for tightening the labour much more in some circles compared to others. The development of our plan shall take this circle wise variability into account.

The fact that out of 15 circles (including NH) six circles (i.e. nearly 50%) are operating with a labour ratio of 0.8 or below shows that it is possible to operate at this labour ration and the seven circles having labour ratios of more than 2 can certainly bring it down, were they to try seriously.


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Table - 30: Labour Productivity in different Circles

Circles above 2 labour/Km Lab/Km 7th Circle Dalhousie 3.09 Circles between 1-2labour/km 3rd Circle Solan 4th Circle Shimla 1.60 11th Circle Rampur 1.17 N.H.Cicle Shahpur 1.11 1st Circle Mandi 1.73 10th Circle Bilaspur 1.64 6th Circle Kullu 1.62 5th Circle Palampur 1.22 Circles below 1 labour/km 8th Circle Hamirpur 0.91 National Circle Shimla 0.86 9th Circle Nurpur 0.96 15th Circle Una 0.60 3rd circle Solan 0.98 12th Circle Nahan 1.00 14th Circle Rohru 0.98

Full details are given in Annexure – IX

7.4 PERSONNEL ISSUES AND DISCUSSIONS WITH STAKEHOLDERS

Stakeholders’ Perspectives

PWD is one of the biggest employers amongst HP Govt. departments with employed force of 51,500 staff in all. The staff strength of regular class IV employees, regular/work charged and daily waged gang labour that comprises of skilled, unskilled and supervisory staff, is 47,300. In addition, casual labours are also hired on contract basis for short emergency maintenance works under the supervision of PWD engineers. The labour is highly unionized, representing not only the field labour but also those in the skilled and semiskilled trades. These are:

1. Himachal PWD, IPH Employees Mazdoor Union,

2. Himshakti PWD Karmchari Sangh

3. Himachal Pradesh Rajya Karya Nirikshak Sangh (Work Inspectors Association)

4. Himachal Pradesh Lok Nirman Vibhag Vidyut Workers Union

5. Himachal Pradesh Government, Semi-government Drivers & Conductors Association

6. Himachal Pradesh State Surveyors Association

7. Himachal Pradesh PWD, B& R (IPH) Store Clerks Association

8. Himachal Pradesh Lok Nirman Vibhag Swagatkarta Karmachari Sangh

9. The INTUC is given as the affiliating confederation of the trade unions.


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Some of the office bearers of the trade unions were contacted and interviewed by us during our schedules of interaction with the stakeholder groups, at our initial meetings with them in January, 07. Some of the points raised by the union office bearers and other stakeholders and our views are given below:

• That skilled labour like carpenter and blacksmiths are not provided working tools by the department and they have to get their personal tools to be functional while this, allegedly, was frequently brought up before authorities by them. Where ever tools like ‘ Belcha’ were provided they were pilfered by labourers themselves and old and defective ones were brought for work for them, raising the question of accountability and safe upkeep of these tools by the departments at on-site stores. (However our investigations show that for tradesmen like carpenters there exist two levels of scales, one for those who bring their own tools and others who are provided tools by the department)

• It was also mentioned by these union executives that Civil Engineering wing has the administrative control of the machines in use by PWD and mechanical wing only looks after its upkeep. Operators of the machines are under administrative control of the Civil Engg. And this restrains the optimum utilization of men and machines they operate. (This issue has also been looked at by us and we find no reason to change the control as it is civil divisions who need the machines and are responsible for the results. However, such comments bring out the feeling of alienation of the mechanical wing from the main stream.)

• Apart from the workplace issues there was absence of a response from the office bearers of the union towards their own role in safety, quality of work-life and basic rules at work. What was prominently advocated was absence of recruitment rules and model works standing orders. This indicates their ignorance of the laws and rules that govern the conditions of work in their environment of work at PWD. The model works standing orders are not applicable to non-industrial establishments as envisaged under section-1(3) of the Industrial Employment Standing Orders Act of 1946(as amended in 1982). It appeared that they were not very familiar with basic provisions of the Contract Labour (Regulation and Abolition) Act of 1971 or, the provisions of the Factories Act of 1948 that could be attracted at the Mechanical and Electrical Workshops in the department in respect of provisions and requirements of health, safety, working conditions, hours of work and employment etc.

• Yet another point that emerged during our meetings with the union office bearers was the absence of a forum to exchange views and share regular communication with departmental officials. Same issue was brought out by some gang labor members interviewed by us at the yet another studied section, who said that they are hesitant to bring out their concerns, issues and problems before the JEs, Executive Engineers during their site visits because of a mental barrier in talking to them. If there was a regular forum where they could exchange their views with these officials, they would find solutions to day to day issues much faster and more easily.


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• This obviously, indicates a need for educating and familiarizing the field workforce on issues, rules and regulations as well as laws that impact them, their working and for better results. Process of institutionalizing a mechanism for regular periodical interaction between senior supervision personnel and field work force would provide a more congenial work environment resulting in more harmonious relationships and higher commitment at work in the field sites.

• It was also brought out during our interviews with some junior engineers and gang labor at site that provision for First Aid kits at field sites, access to mobile phones at the level of Junior Engineer levels would mitigate the hurdles in faster communication from remote sites where the gangs and Beldars have to operate and there is no availability of phones or medical assistance in the event of work site injuries, or snakebites etc.

• Reference of fund constraint in undertaking preventive maintenance jobs also came up in course of our discussions with some division supervision and controlling staff. One of the Executive Engineers mentioned that there are no contingency funds available at Divisional or lower levels. Where funds are sanctioned and available for disbursement, the work gangs are deployed to work irrespective of the type of work to be done whether drain or road repairs, or road construction. Labour force is not earmarked for building repair work. On availability of funds required deployment of labour is made by the JE of the area. Major source of funds is Prime Minister’s Rojgar Yojna and Ministry of Surface Transport towards National Highways. State Highways get funds from NABARD. Village road construction gets the funds under Gramin Sarak Yojna. Emergent requirements are funded by the Ministry of Transport in the Government of Himachal Pradesh. Rainy season slip restoration was reported falling short of desired standards due to lack of funds last August in one of the studied Section.

• The Tenth Five Year Plan (2002-2007) document, highlighting major policy issues in Road Sector (page-959) says “The road sector is facing considerable funds constraint, especially in view of massive expansion, maintenance and up gradation requirements. While the need for according overriding priority to the road sector in the allocation of budgetary resources has to be emphasized, there is need to look at alternative means for bridging the resource gap. Private sector participation in road building activities has, therefore to be encourages”.

• Funds are also the major constraint for road maintenance. There is need to find ways for associating the private sector with such activities also. The measures also apply equally to State Highways and Major District Roads, which are often in a bad state. Associating the private sector would also mean a re-look at the existing arrangement where State PWDs carry out the responsibility of maintenance through their road gangs.” Ref:http://planningcommission.nic.in/plans/planrel/fiveyr/10th/volume2/v2_ch8 3.pdf )

http://planningcommission.nic.in/plans/planrel/fiveyr/10th/volume2/v2_ch8 3.pdf


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• It also came out during the discussions that the inefficiency of labour does not get made up by additional deployment of labour due to a constraint on funds. Daily wagers are more efficient than regular staff, possibly because of insecurity of service. Also upon regularization, regular employee-man days come down with extension of facilities like one month’s earned leave,12 day casual leave, 20 day medical leave and gazetted holidays available now to the regularized workforce that were hitherto daily wage paid. The regulars access union leaders for getting leave sanctioned, and not get marked absent when they abstain from work unannounced or without sanctioned leave. The regular workforce constitutes a major chunk of the vote bank. It attracts favours from politicians because electoral constituencies and PWD circle boundaries are common. There are no civic district wise electoral circle boundaries.

• Some interviewees mentioned that technologically, the traffic cannot be stopped to provide qualitative maintenance and repair with emulsion coatings in the hill roads. Emulsion coating calls for repairs require a dust free and dry environment. This is why emulsion coating technique does not work effectively at heights above 5000feet. Sensor pavers cannot be used at heights because of limitations of access road width to carry the equipment, which is made more difficult in the hilly terrains. Limitations of working season due to weather conditions are another constraint in effectiveness of work and output. March to June and September to November are the six-seven months available to the PWD because rains, heavy winter, and snowing makes transportation of Cement, Bitumen difficult at high hilly terrains.

• Processes of induction of workers in regular cadres, deployment of workers on work sites in the divisions, their mobility across the workplaces within the divisions, terms and conditions of work, as well as disciplining procedures need to be explicitly defined to bring in uniformity, consistency and transparency in the system currently operating.


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8 Findings from the survey of sections

8.1 SELECTION OF THE SURVEY OF SECTIONS

In order to select sections that represent a cross section of the work being done in the PWD, we have chosen sections as follows:

Sections to be surveyed

Representative sections from the civil division 15 Nos

Representative sub-divisions from the NH divisions 04 Nos

Representative sub-division from the horticulture division 02 Nos

Representative sections from the Mechanical division 04 Nos

Representative sections from the Electrical Sub-division 02 Nos

Total 27 Nos

The civil sections will cover both for road maintenance and for building maintenance. The National Highways division will give an idea of differences in the maintenance of NH divisions and other civil divisions. The horticulture division will give us an idea of the work done by them and so also for mechanical and electrical divisions.

We have deployed three research associates, one in each zone to carry out the survey work. Work got delayed by holidays, bad weather, and at times non-availability of concerned AE and JE. Further due to non availability of full data several sections had to be visited more than once.

8.2 FINDINGS OF CIVIL DIVISIONS

Based on study of the sections of civil divisions we have the following observations:

8.2.1 Road repairs and maintenance-overall observations

• Divisions are the main organizations for executing the maintenance work. A division is divided into 3-4 sub-divisions. Sub-divisions are divided into 3-4 sections each. Each section has 2-4 gangs and may comprise of about 30-40 persons.

• Divisions are headed by an Executive Engineer, a sub-division by an Assistant Engineer while a section is normally manned by a Junior Engineer.


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• The section normally has mates who supervise the working of a gang of 10-20 labourers and works inspectors who supervise and guide technical part of road maintenance. While in theory the difference between the work of a mate and works inspector is that of labour management and technical management, in practice the level of technology being used currently is so basic that it is hard to justify both positions.

• A gang normally comprises of a mason/asst. mason for civil repairs and a blacksmith for sharpening of tools etc. balance gang members comprise of beldars for manual labour

• The Junior Engineer gives instructions for the repair works to be carried out over a week and the mate has the work executed.

• Normally good records are kept of work done by daily wage labour or the muster roll workers, as the work done by them has to be justified as per the ‘Standard Rate Schedule’ and it has to be shown that the wages paid to them are less than or equal to the value of work performed.

• However, no such records are kept for the regular labour as their salary is paid on regular basis. With the number of daily wage labour decreasing and more and more labourers becoming regular, the availability of record of maintenance work carried out are becoming very sketchy.

• The gang labour works within a radius of 8 Kms, and is normally responsible for looking after the area allocated to them. The gang labour normally does routine maintenance work and is not involved in either renewal coats or in any other major repairs which are carried out by contractors. Their main task is patch work of road surface and maintenance of road furniture and accessories such as drains, culverts, retaining walls, km stones, sign boards etc.

• In addition they also take care of breakdowns such as slips etc. which mostly happen during the rainy season. They also go outside their designated areas for attending to breakdowns and help other gangs who need more labour. But for this they have to be provided transport. Our observation is that in most sections such help may not be required more than 2-3 times in a season.

• The summer months just before monsoon (May-June) and months soon after monsoon (October-November) are best suited for carrying out patch repairs as the temperatures are conducive for such repairs. However, the actual quantum of patch repairs done depends upon the availability of bitumen and budgets.

• Since most of the road network in HP is single lane, there is a great difficulty in carrying out repairs on busy sections as the traffic cannot be diverted. Night time repairs are more of an exception than a norm, because the labour does not work at night and also due to lower temperatures at night, it is not conducive to carry out patch work at that time. For example in one of the sub-division of National Highway no repairs were carried out throughout the year as the traffic is very heavy and the road is a single lane road making it impossible to stop the traffic.


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8.3 PATTERN OF LABOUR DEPLOYMENT

8.3.1 Overall Deployment pattern

We found that in civil sections and NH sections, the average number of persons in a section were 54. However there was a wide variation from section to section. Thus the smallest section had 26 members (Badsar Section in Hamirpur Division) while the largest had 120 members (in Dharampur Section in Mandi Division No.1)

The sections were mostly divided into gangs of about 10-15 persons each with about 3-4 gangs in each section. However, there were also sections which did not have the gang concept and labour was deployed as per work requirement. In such places a work team could be as small as 4 persons.

Most sections also had about 2 masons and a blacksmith.

The average composition of a section was as follows:

JE 1 nos

Mates and Works Inspectors 5 nos

Masons/Blacksmith/carpenter 3 nos

Beldars 42 nos

Operator/Driver 01 nos

Others 02 nos

Total 54 nos

In our opinion a gang should comprise of about 15 members who can be supervised by one mate. The mason is very much required in each gang. Carpenters, plumbers, painters etc. can be added on if the section is also maintaining buildings. (Section wise details are given in Annexure-X)

8.3.2 Supervision and office staffing pattern

A section is generally under the charge of a JE. Under the JE there are mates who supervise a gang. The section also has works inspectors who supervise the technical aspects of the work, while the mate is supposed to supervise the work of the labour.

Besides, the section could have helpers, cleaners, chowkidars depending on whether the section also has a store, has vehicles or is also looking after a PWD rest house.

Based on our observations, we feel the work of the mate and work inspector can be combined, since the maintenance work being carried out is not so very technical. Work Inspectors were certainly required when the sections were carrying out considerable original works or resurfacing etc. but could be combined with the mate for routine maintenance.


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8.3.3 Labour demographics

Most of the labour found by us in the sections was local labour, mostly belonging to adjoining villages or towns. In a few places Nepali labour was also found.

The gang labour which belonged to nearby villages also had some agriculture land and a part of the family was also engaged in agriculture.

Class of labour

We found that 73% of the labour is regular labour and 27% is daily wage labour.

Class of Worker (%)

Daily Wages 27.0

Regular 73.0

Base : No. of Sections 21

Type of work done

Nearly 82% of the labour is fit enough to engage in heavy work, while another 18% are capable of doing only light work. In a work force where mostly manual labour is required, it would be a disability if one third of the labour force is unable to carry out heavy work.

Main work done (%)

Heavy 82.3

Light 17.7


Gender composition

In the sections studied we found that 93% of the labour was male and only 7% was female labour.

Gender (%)

Male 92.7

Female 7.3


Age distribution

The age distribution of the sections studied shows that about 9 % of labours are above 55 yrs and another 19% is above 50 yrs of age. Given that many workers under declare their age at the time of confirmation, the real age would be much more and hence the fact that 18% are unable to do heavy work is corroborated by the age profile.


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Age (%)

Upto 40 36.0

41 to 50 36.7

51 to 55 18.6

55+ 8.7


Education profile

The education profile of workers in the sections studied shows that about 26% of the workers have studied upto 5th class, which is just literate. However about 70% of the workers are educated below matric (10th class) i.e. they are literate but not sufficiently qualified to take up any other alternate jobs. There is only a small 1.7% section which is above intermediate pass and perhaps be considered for retraining into different type of jobs.

Education (%)

Upto Class 5 26.4

Class 6 to 9 44.7

Class 10 to 12 27.2

Class 12 + 1.7


8.3.4 Absenteeism, Moonlighting and Ghost Workers

One of our ToRs was to study the extent of moonlighting or ghost workers. To study this aspect we relied on (a) spot checks and marking attendance during surprise visits to the site (b) checking if the labour was marked present as working in gang but working elsewhere (c) talking to various other stakeholders and getting informal reports on the practice of moonlighting or ghost workers.

We found in our study that:

• The practice of ghost workers does not exist in Hp PWD. This was also confirmed in our various discussions with stakeholders within PWD and outside PWD.

• The practice of moonlighting, i.e. reporting for work but spending most of the time doing some other personal work also is not prevalent.

• The practice of workers shown as beldars but actually doing work elsewhere does exist, but its incidence is not alarming.

• At the start of our study we were informed that the practice of using gang labour for personal work of officers was widespread. While it is true that such practice does exist, but we did not find it to be rampant or all pervasive.


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• Absenteeism was not found to be a major problem. However, all regular workers take their full quota of leave. There was a complaint that regular workers tend to take leave during peak working period to avoid heavy work.

• We had expected a bunching of leave during harvest and sowing time as most labourers also have agriculture land. But the incidence of such bunching was not found to be alarming or in any way coming in the way of work.

• Since the gang workers often come from one or two villages, they may have to take part in common festivals or common other engagement. We found that there exists an informal system wherein the JE gives a specified amount of work to the gang which is equal to a fair day’s work, with the proviso that if the gang is able to finish the assigned work ahead of time, they can take the balance time off. Most often the gang finishes the work well ahead of time and is able to thus enjoy time off without adversely affecting the work.

• However, it was repeatedly brought to our notice that the efficacy of field management was often compromised due to political interference. Several incidents were quoted when the errant worker could not be disciplined because he had a word put in thru some local political leader. Since this has a demoralizing effect on the field management, we need to examine ways of insulating the field management from such pressures.

8.4 TYPE OF TASKS UNDERTAKEN IN SECTIONS

8.4.1 Maintenance of roads and bridges (Including breakdowns & snow clearance)

The sections are mostly engaged in routine maintenance activities of roads and bridges. Our study shows that:

• The sections are mostly engaged in routine maintenance jobs. Considerable time is spent in cleaning of drains, cleaning of culverts and dressing of berms. Sections maintaining NH or SH roads with heavy traffic also spend time cleaning the surface of loose stones etc. to avoid damage to the road surface.

• Because of temperature and rainy season constraints, the patch work repairs can only be done in the warm season just before the rains in April/May or after the rains in October. However, the extent of patch work undertaken is much below expectations. It is possible that this is because of constraints of budgets

• During the rainy season many road surfaces get damaged or the kaccha/WBM roads may develop pot holes. In such cases temporary filling with stones and earth work is undertaken.

• The vulnerable areas may also experience slips during the rainy season. Most of the slips are small and roads are cleared quickly. However, in some cases when slips are fairly big, help of JCBs is also taken for clearing of slips.

8.4.2 Maintenance of buildings including rest houses

• The civil divisions are also responsible for carrying out the repairs and maintenance of the office and residential buildings of the state governments. These include offices, hospitals, courts, rest houses, and residential buildings.


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• Since most of such buildings are located in district head quarters, it is only in such towns that a substantial number of persons are employed on building repairs. In Shimla an entire division is dedicated to repairs and maintenance of buildings alone.

• The sections also maintain the rest houses falling within their jurisdiction. In such cases it is not only the maintenance of the section building but also the maintenance of services such as gardening, cooking and housekeeping.

• For repair of buildings, the sections carry skilled labour for carpentry, plumbing, masonry work, painting etc. together with their helpers. Electric repairs are carried out by the electrical division.

• In district towns as much as 40% of the staff could be engaged in building repairs.

• Similar to the practice in roads, the original works or major repairs/modifications are not carried out departmentally but by contractors. Own labour is mostly engaged in routine repairs only.

8.4.3 Original works and major repairs

As of now, the sections covered by us as a rule do not undertake any major repairs of any original work. The practices of carrying out original works by own labour is an exception. In our study of the sections we found only one section where original work was had been carried out. Even by way of applying renewal coat, the work is being done mostly by contractors and repair carried out departmentally is more of an exception than a rule. A such we do not feel that original works and major repairs should eb factored in while considering the work load and productivity of section in road maintenance.

8.4.4 Deposit works

At the commencement of the study, we were informed that sections take up considerable amount of original work. However, in the course of our survey we found original work carried out by only three sections out of the 15 civil sections studied by us having a total value of Rs 30 lakhs or so. Hence it would be proper to conclude that not much of the time of sections is spent in carrying out any deposit works.

Recommendation:

However, considering the level of overstaffing and the multifarious skills of the labour in the section we would recommend that the sections be encouraged to actively bid for deposit works and carry them out, whether of road building, bridges or buildings.

8.4.5 Patch work and crack sealing work

Based on a traffic study carried out by a consultant of about 50 road section, the extent of damage to the roads is assessed as follows:

• % cracks ranging between 10% to 37%

• % Ravelling ranging between 10% to 32%


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However, in our study of the sections, the activity of crack sealing was rarely given any importance leading us to believe that crack sealing activity is not a very high priority activity.

As for patch work, the extent of patch work varies widely from section to section. We found that maximum patch work had been done in Dharamshala Section of Kangra Division of 390 sqm/km and the lowest was in Ranital in Kangra Division with only 16 sqm of patch work. (We have excluded Shimla Cart Road Section where for some reason an inordinately high amount of patch work of nearly 1300 sqm/km had been done).

This wide variation could be because of the traffic conditions on the roads (e.g. the cart road section in Shimla has a very heavy traffic) and also whether the road is single lane or double lane.

The zone wise patch work undertaken in the last one year is given below (Details are available in Annexure XI):

Table – 31: Zone wise patch work done per Km

Zone BT road/section Av. Patch work/section Patch work /Km

Km Sq m Sq m/Km

South Zone 14 2537 135

Central Zone 22 4762 192

North Zone 30 2445 101

ALL Zones 21 3085 135

NH Circles 59 3663 70

Maximum patch work at 195 sq m/km seems to have been done in the central zone, and the lowest at 101 sqm/km is in the North Zone. Sections in South Zone are small in terms of Kms covered, but the patch work done is quite high, possibly due to heavy traffic conditions in the South Zone.

The figure of 70 sq m/km of patch work in NH circles is a bit misleading because it includes at least one section where no patch work at all was done in the last year which has brought down the average. It is not that this section did not require any patch repairs, but no patch work could be carried out due to very heavy and continuous traffic conditions and the section being single lane, it was not possible to stop the traffic for repairs.

On a road with single lane and heavy traffic, the staff of the section finds it very difficult to stop the traffic and to carry out the repairs. Thus in some sections no patch work could be done at all due to high traffic conditions. There were also instances where patch work was not undertaken as Bitumen and other materials required for patch work were not made available, due to a variety of reason including lack of funds.

The average patchwork per Km was found to be 202 sqm per Km against the norm of 227 sqm/km specified by the committee on norms set by the Ministry of surface transport, GoI.

Patch sealing is done mainly during the warm months of May-June and after the rains in October.


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Recommendations:

• We found that the practice of using emulsions was not very prevalent. Since emulsion based patch work makes it possible to carry out patching even in cold season, its adoption is highly recommended.

• Similarly, arrangements should be made for carrying out patching work at night on single lane roads with heavy traffic.

8.4.6 Maintenance Cycle

The analysis of work schedule of the maintenance labour brings out the following cycle:

Our study shows that most sections do not have a well laid out preventive maintenance plan. However, we found that the plan is dictated by the seasonality factor. The general activity schedule was found to be as follows;

January Repair to road berms, drains, clearance of snow in higher reaches

February Same as above

March Repair to road berms, culverts, Retaining Walls and repairs to road damages in snow bound areas

April Patch repair work starts for WBM roads & general maintenance

May Patch repair works for WBM & BT roads

June Patch repair works for BT roads, drain cleaning, culvert clearing

July Repairs to side drains and culverts, removal of slips and repair to sinking areas

August Removal of slips and rain damage repairs

September Maintenance of drains, berms, culverts, R Walls etc.

October Patch work, cleaning of bushes and plants

November General maintenance, road painting and sign boards

December Cleaning and preparation for winter rains and snow

8.4.7 Extent of slips and breakdowns

Slips are the major breakdown faced in hills specially during the rainy season. Most of the slips occur between July and August and in many sections, removal of slips and keeping the roads clear is the major activity during the monsoon season.

While for small slips of 10 cum and below, labour is sufficient to remove the slips and clear the roads, for clearing of bigger slips help of JCBs is often taken. To this extent the JCB machines are very useful mechanical aid in the maintenance of the hill roads in PWD.

Our study shows that on an average, a section experiences about 80 slips in each season of which 40 are in the kacha roads. Considering that Kacha roads comprise about 40% of the roads in sections studied, the incidence of slips on Kaccha roads appears to be much more than on Pucca Roads.


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In case of very big slips, the labour is also collected from adjoining sections, though incidents of such large breakdowns were far and few.

The incidence of slips and their frequency in different zones is given below. One can estimate the work load of clearing the slips from the analysis below. For the purposes of this exercise, the cu meters of the slip have either been obtained from the estimates of the section staff or have been assumed at an average of 10 cum per slip.

The zone wise slip removal work undertaken in the last one year is given below (Details are available in Annexure XI):

Table – 32: Zone wise incidence of slips per Km

Zone Road length/section Slips Slips Slips/Km Slips/Km Km Nos Cu m Nos/Km Cu m/km

South Zone 26 81 1420 3 51

Central Zone 40 120 1198 3 28

North Zone 51 41 410 1.4 09

ALL Zones 37 83 1076 2.6 32

NH Circles 59 52 520 1 10

The table above brings out that the Central Zone is most vulnerable to slips with an average of 120 slips per section per year, while North Zone appears to be the most stable with only 41 slips per section per year.

The number of slips per km of road length comes to about 2.5 slips and the slip volume er Km appears to be around 32 cum per Km. The incidence of slips is much less in the NH circles with just one slip per Km and the volume is also low at about 10 cu m per Km.

Recommendation:

Looking at the above analysis we get some clues for placement of excavators and JCBs. Since Central zone is the most vulnerable, more JCBs should be positioned there. Similarly the number of JCBs positioned in NH circles can be reduced.

We find that currently only 39 out of the total of 128 excavators (30%) are located in the central zone. North Zone which has the least incidence of slips has 46 excavators (35%). The management of PWD may like to consider reallocation of excavators etc.

8.5 SIZE, STAFFING AND LABOUR PRODUCTIVITY OF SECTIONS

The details of the summaries presented in the section below are enclosed in Annexure XII

8.5.1 Km Coverage of a section

There seems to be no guidelines as to the area under coverage of a section. The Km in a section range from as low as 8 Kms to as high as 70 Kms with the average at 33 Kms per section.


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Table 33: Zone wise trends in Km coverage per section

Zone Average Kms/section Remarks

South Zone 26 Kms Maximum of 48 Kms and minimum of 8 kms

Central Zone 39 Kms Maximum of 62 Kms and minimum of 26 kms

North Zone 36 Kms Maximum of 60 Kms and minimum of 24 Kms

ALL Zones 33 Kms Maximum of 62 Kms and minimum of 8 Kms

The extent of Pucca and Kaccha roads in a section would no doubt depend on the type of roads existing in an area. However we found in our study that on an average the sections had 21 Kms of Pucca Road and 12 Kms of Kaccha Roads. The minimum Kaccha Roads were found to be in North Zone (16%) and in Central and South Zone they accounted for 46% each. There was no direct relationship between the extent of Kaccha road in a section and labour deployed.

While in some cases a small size of section is justified, e.g. in roads at great heights with history of frequent sinking and lots of slips, in most of the sections studied by us we were unable to find reasons for many of the sections which had very low Kms. Overall we found the average Kms per section in different zones as follows:

There is scope for setting norms of number of Kms in a section and also the number of labour. While it is true that the exact Kms in a section would vary due to a variety of reasons including terrain factors, extreme variation should be for some special reasons only.

8.5.2 Labour deployment in sections

The pattern of labour deployment in the sections was found as follows (Details in Annexure-XII):

Table – 34: Zone wise pattern of labour deployment per section

Zone Regular Labour Daily wage Labour Total Labour (Nos.)

South Zone 42 14 56

Central Zone 39 21 60

North Zone 38 07 45

ALL Zones 40 15 55

NH Circles 28 16 44

The sections had about 25% of its labour as daily wage labour. The average number of labour per section was found to be about 55 labourers. This was found to be a high number for the sections, and except in a few sections which had a heavy problem of road sinking or large number of slip prone areas, the work load on the labour was found to be low and in our opinion no work would suffer if the numbers were to be reduced by even 50%.

On the other hand the number of labourers in NH sections was found to be lower than in civil sections (44 vs 55)


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8.5.3 Tools used in maintenance

Most of the sections are using simple hand tools like a pick axe, shovel and hammer etc. All sections have wheel barrows, but their utility in steep slopes is limited. To our surprise, none of the sections had any equipment for patch work, such bitumen heating or mixing trays etc. We were informed that the workers improvise with cut drums etc. This is not good as the quality of patch work depends to a large extent on proper heating and proper mixing,

8.5.4 Productivity of labour per Km

Based on the sections studied, we found the labour productivity per Km to be as follows (Details are given in Annexure XII):

Table – 35: Zone wise pattern of labour productivity per Km

Zone Average Productivity High Low (In labour/Km)

South Zone 2.2 1.1 8.0

Central Zone 1.5 0.6 2.2

North Zone 1.25 0.5 1.8

ALL Zones 1.65 0.5 8.0

NH Circles 0.8 0.5 1.0

The average productivity was found to 1.65 labours per Km. Within this average; we found that the best productivity was 0.5 labours per Km while the worst was as high as 8.0 labours per Km.

The NH circles seem to be better than the civil circles, with an average productivity of 0.8

It is difficult to ascribe the variation in productivity to any terrain or road factors. If anything, the number of labourers in any section is dictated either by factors other than work load or it is historical, i.e. workers were recruited for original construction work and then stayed on after the original work was completed.

8.5.5 Excess/shortfall of labour

We have tried to study the excess or shortfall of labour in each of the sections by using the norms that have been worked out for Himachal Pradesh. The norms calculated by us for Himachal Pradesh are 0.65 labours per Kilometre. This is a norm which can be taken to apply for both BT roads and WBM roads.

We have tried to arrive at the excess or shortfall of labour on this basis, and the summary is given below. Details can be seen in Annexure XII


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Table – 36: Zone wise estimate of excess labour per section

Zone Existing Lab/Section Labour Reqd/Section Excess % Excess

South Zone 56 17 39 71

Central Zone 60 26 34 57

North Zone 45 24 21 47

ALL Zones 55 21 34 60

NH Circles 44 38 06 14

It can be seen from the table above that compared to the norms, all zones are carrying an excess of labour ranging from 70% excess in the South Zone to an excess of 47% in the North Zone. For all zones, the excess is about 60%.

Within this overall excess scenario, we found that there existed a few sections which were short of labour, thus Ranital Section in Kangra Division was short by 26%, and Badsar Section-I of Hamirpur division was short of labour by 3% . Two sections with a very small coverage of less than 10 kms had the maximum excess labour ranging as high as 90% excess.

As for the NH circles, the position was much better, with excess of only 14%, with one of the sections in Rampur Division being short by 24%.

8.6 HORTICULTURE DIVISIONS

8.6.1 Importance of Horticulture in HP PWD

The horticulture division exists chiefly for undertaking arboriculture work in and around the roads. The objectives are:

• To plant trees and shrubs on the hill side to arrest soil erosion and provide stability to the soil. This helps in reducing slips and landslides and also washing away of retaining walls and breast walls

• To plant trees on the road side to provide stability to the road and to provide shade. The trees also help in removing water from the sub soil to provide greater stability to the road.

• To provide ornamental plants etc. for landscaping and beatification of the rest houses and other government buildings under maintenance by the PWD.

• To produce the above mentioned plants in departmental nurseries.

8.6.2 Horticulture Sub-Division Solan

This sub division is primarily in the business of supplying nursery plants to the various PWD divisions in the South Zone.

The sub-division runs seven nurseries, each manned by 2-3 Maalis. Total staff strength is 23 persons. Six bedars are deployed for maintenance in rest houses, and government office and residential buildings. The sub-division is managed by and AE and 2 JEs. The seven nurseries are divided into three sections.


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The sub-division propagates nearly one lac plants per annum. The nurseries produce nearly 39 different species of plants and ornamentals. During the year 2006, plants valued at Rs2.3 lacs were supplied to the various departments.

The actual planting and rearing of plants are done by the labour in the respective sections or the Maalis of the government offices/chowkidars of the rest houses.

The horticulture division should not restrict itself to only supply of nursery plants but also advise the civil divisions on proper arboriculture practices. It is important to have a good survival of the plants and good growth so that the functions of the plants in terms of providing stability to soil are discharges adequately.

8.6.3 Horticulture sub-division Rampur

The Horticulture sub-division at Rampur on the other hand doing a more useful job of undertaking and overseeing plantation activity and were instrumental in planting about 9500 plants.

They also manage a nursery at Bhodrash, where ornamental plants are produced.

Given that the overall staff strength of this sub-division is 73 persons including the SDO and three JEs, one would feel that the number of plants to be planted could be much more.

The horticulture staff could take on the task of guiding and assisting the beldars of the civil divisions to plant and upkeep the plants instead of doing it themselves. Such a change in emphasis will increase the productivity of the horticulture staff and allow them to vcover a much larger area.

8.6.4 Possibilities of Public Private Partnerships

While the importance of horticulture cannot be underestimated, it is worth considering the possibility of privatizing of nurseries or the nurseries expanding their mandate by also supplying plants to the private sector and private households.

With the regularization of labour, the cost of operating a sub-division of 23 persons in Solan will be around Rs. 30 lakhs per annum and the cost of fertilizers, chemicals etc. will be extra i.e the total cost may be about Rs. 30 lakhs per annum. With the production of plants at about one lakh plants, the average cost of production per plant comes to Rs. 30 per plant, which is much more than the market rate.

Our enquiries reveal that private nurseries are not available to fill the requirements of the department. Forest department runs their nurseries but does not have surplus capacity to meet the needs of PWD.

Under the circumstances, horticulture division is well suited for formation of micro enterprises using the existing staff and infrastructure. Such a scheme can be examined while formulating the labour reform options.


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8.7 ELECTRICAL DIVISION

The electrical division is entrusted with the job of repair and maintenance of the electrical fittings and wiring etc. in government buildings. At several places the electricians are even posted on round the clock duty e.g. in Snow down hospital in Shimla. Such tasks could obviously be done more effectively by giving a contract to a private contractor who could post his own staff at the hospital.

The electrical divisions also carry out repair work in head quarter towns where there are a large number of government buildings. Thus the electrical Division at Palampur has total staff strength of 26, spread over three sections. It comprises of seven technicians and fourteen tea-mates. They are handling 302 buildings, of which 250 are residential buildings.

While one can see the need for electrical maintenance and easy availability of staff, one can carry out judicious outsourcing of the maintenance work, which could improve service levels and reduce costs

8.8 MECHANICAL DIVISION

8.8.1 Mechanization in the HP PWD

Our study reveals that the HP PWD department owns a very large number of machines for various road construction jobs. The list of machinery (in working order) is given below (Circle wise list is enclosed in Annexure XIII):

Table – 37: List of machinery for road maintenance in HP PWD

a. Bulldozers 114

b. Excavator-cum-loader 128

c. Air Compressors 282

d. Road Rollers 217

e. Tipper 144

f. Trucks + LCV/MCV 113

g. Shovel 2

h. Front end loaders 11

i. Stone crusher 1

j. Hot mix plant 13

k. Tractor 11

l. Paver finisher 2

m. Motor Vehicles & Jeeps 240

Total 1278 (Source: Proj Directorate)

No. of drivers in dept 2418 (Source: Demand for grants 05-06)


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Most of the machinery except Excavators/JCBs is meant for either road construction work or for major repairs like renewal coats etc. However, as per the policy of the department original construction work or even renewal coats are today being done through contractors. Hence most of the machinery above is not being used effectively these days.

However, JCBs etc. are found to be very useful for removal of slips and other heavy earth moving work connected with maintenance and breakdowns. Similarly trucks and Motor Vehicles are necessary to provide mobility.

Hence we need to ponder over the need for maintaining such a large inventory of road construction machinery together with the large work force both by way of operators/drivers and maintenance department.

We also observed that while ostensibly there should not be much use for most of the machinery except excavators etc. the machine logs show that they continue to be used for one reason or the other. The machines are also coming for major repairs and overhauling to the workshops, and are costing the department quite heavily.

Hence it is necessary to examine ways of either using the machinery available more efficiently or to dispose it off/lease it and thereby save at least the recurring running and maintenance cost.

8.8.2 Mechanical Division Dhalli

The rationale of the entire Mechanical Circle is for maintenance of abovementioned machinery, besides construction of steel bridges. The maintenance unis could be in field or at workshops. The workshop division is further divided into 5-6 sections as follows:

a. JCB maintenance section

b. Compressor maintenance section

c. Dozer maintenance section

d. General workshop

e. Vehicle maintenance section

f. Truss bridge making section

We studied the mechanical Division in South Zone located at Dhalli and another one in North Zone located at Dharamshala.

Mechanical Division Dhalli

Staff Strength and organization

Dhalli had three sub-divisions namely (a) Sub-Division No. 2 which looks after maintenance of motor vehicles and trucks (b) SBC Sub-Division which looks after ‘Steel Bridge Construction’ and (c) Tara-Devi Sub-Division which looks after the overhauling and maintenance of heavy machinery.

We observed that the overall staff strength in the division was as follows:


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Staff Strength of Dhalli Mechanical Division (Nos)

– Administrative & Management staff 49

– Industrial/technical Staff 113

– Daily wage Staff 14

– Total Staff 176

– Administrative Staff as % of total staff 28%

The staff strengths in various sub-divisions were as follows:

Table – 38: Staff strength in different sub-division of Dhalli Mechanical Division

Type of staff Sub-Div. No. 2 SBC Sub-Div Tara-Devi Sub-Div

Administrative 6 5 13

Technical 50 17 38

Daily Wage 5 4 3

Total 61 26 54

Sub-division No. 2

This sub division looks after repair and maintenance of cars, Jeeps and trucks. The sub-division comprises of two sections (a) Jeep Section & (b) Truck Section. Of the 50 technical staff 23 are engaged in maintenance of cars and jeeps and 27 are engaged in maintenance of trucks.

The sub-division looks after a total of 85 vehicles. The jeep section looks after a total of 55 jeeps and cars, while the truck section maintains a fleet of 30 trucks, tippers and Light Commercial Vehicles (LCVs).

The total cost of maintenance of this sub division was reported to be Rs 116.42 lakhs, comprising of Rs 61.82 lakhs as wages and 55.60 lakhs as material cost. This translates into a maintenance cost of nearly Rs 1.4 lakhs per vehicle. We feel that this is an excessive cost for maintenance of vehicles.

At these costs we could afford to replace a motor vehicle every three years and a truck every five years, and be more cost effective. Considering the total capital cost of the fleet under maintenance, its capital cost will be around Rs 5 crores and an expenditure of Rs 1.16 cr for their maintenance is nearly 25% p.a. and excessive.

On the day of our visit we found that only one car was under repairs by 23 technical persons!! Similarly the gang of 27 technicians was busy maintaining 2 trucks. Obviously the labour utilization was poor and so is productivity.

There may have been a good rationale for starting these workshops in the earlier days when private maintenance facilities may not have been well developed. But today when most manufacturers have good workshops in Himachal Pradesh, there does not appear to be much justification for continuing with these workshops.


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SBC Sub-division (Steel Bridge Construction Division)

This division is engaged in fabrication of steel truss bridges. This division does a good work of fabricating and installing steel bridges in risky locations and at places where most contractors refuse to go. The quality of their work is also found to be quite good and is appreciated by all concerned.

The overall staff strength of the sub-division is 21 excluding 5 administrative staff. In the last one year they have constructed 4 bridges including Tabu Bridge with a span of 75 ft. They have also fabricated 260 steel cribs used for supporting the steel bridges during their installation.

However, we learnt that the work load on the sub-division could have been better but for the fact that raw material comprising of steel sections was not available on time resulting in considerable idle time.

On the day of our visit no fabrication activity could be seen as the workers did not have any material to work with.

The value of the output of the division during 200607 was estimated at about Rs 47 lakhs. Overall the annual labour cost of the sub division is about Rs 24 lakh per annum where as work output is about Rs 14.4 lakhs, which means that the work load on the section could be increased to improve productivity.

Since this division is doing useful work, we should examine ways and means to strengthen their working and increase their work load so that this could be a really profitable division.

Tara-Devi Workshop

This is a mother workshop which looks after major repairs and overhauling of heavy equipment of the department. Machinery of 4 circles and the NH circle is sent to this workshop for repairs. It overhauls equipments such as Air compressors, Road Rollers, Dozers, JCBs etc.

The sub-division is further sub divided into four sections comprising of (a) Bull dozer section (b) JCB & L&T excavator section (c) Road roller and Compressor Section and (d) store section.

During the last year they maintained and carried out major repairs to seventy four heavy equipments, many of which were quite old. The total staff strength of Tara Devi Sub-division is 38 technical staff and 13 administrative staff.

The staff cost of the sub-division is estimated at Rs 52.91 lakhs p.a. and the material and spare part cost is estimated at Rs 33.86 lakhs totalling to an expenditure of Rs 86.52 lakhs p.a. Here too we understand that number of vehicles in the workshop at any one time is about one-two and the workshop is capable of taking a higher work load.

In our discussions we learnt that many a time’s work is held up due to non-availability of spares. The procedure for market procurement of spares was very cumbersome and time consuming resulting in a lower productivity. There was a suggestion to give more authority to the committee and increase the limits of lower staff.


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8.8.3 Mechanical Division Dharamshala

We studied the Mechanical Sub-division No.1 at Dharamshala which looks after maintenance of (a) Dozers, rollers and rigs (b) JCB and Air Compressors and (c) store. We also studied the Mechanical Sub-division at Nurpur which takes care of needs of (a) Nurpur divison, (b) Fatehpur division, (c) Jawali Division & (d) NH division around Nurpur. Our observations were as follows:

Sub-division No.1-Dharamshala

The sub-division has a total of 39 persons. The unit is headed by a SDO and there are three JEs.

Administrative staff 7 nos,

Technical Staff 32 nos

Total 39 nos.

Of this 32 technical staff, 23 nos are engaged in the dozer/roller/rigs section and 7 nos in the JCB and air compressor section. The balance 2 nos. are in the stores section. Of the staff one JE and 2 helpers/mechanics are posted at Kangra.

Earlier out of 32 nos, there were 8 work charge staff and 3 daily wage workers. But now all are regular employees.

The sub-division takes care of maintenance of following machines:

Dozers 33 nos.

Rollers 39 nos.

Air Compressor 34 nos

JCVs 34 nos.

Tractors 6 nos.

Total 146 nos.

During the year, besides routine repairs the following major repairs/overhauling were undertaken:

Dozer 4 nos. overhauled

Road Rollers 2 nos. overhauled

Air compressors 2 nos. overhauled

JCVs 2 nos. overhauled

Total 10 machines overhauled

The division appears to be quite busy but the issue of what work is being done with these machines and why they require so much repairs continues to be an issue.


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Mechanical Sub-division Nurpur

This sub-division located in Nurpur has a total of 43 technical staff, headed by an SDO and 2 JEs.

Administrative Staff 4 nos.

Technical Staff (Heavy Section) 22 nos

Technical Staff (Light vehicles) 16 nos

Technical Staff (at Fatehpur Division) 4 nos.

Technical Staff (Jawali) 1 nos.

Total 47 nos.

The Nurpur heavy section was studied in detail. It was found that during the year, besides routine repairs the following major repairs/overhauling were undertaken:

Dozer 3 nos. overhauled

Loaders 2 nos. overhauled

Air compressors 1 nos. overhauled

JCVs 1 nos. overhauled

Total 7 machines overhauled

Once again like Dharamshala, the division appears to be quite busy but the issue of what work is being done with these machines and why they require so much repairs continues to be an issue.

8.8.4 Conclusion-I: Workload on the mechanical divisions:

From the foregoing study we have arrived at the following conclusions:

• The vehicle divisions do not appear to have enough work. The expenditure being incurred by way of labour and spare parts is quite high at nearly Rs 1.5 lakh per vehicle. At any time just two to three vehicles are under repairs and the staff of 50 technical staff is much too high.

• The Steel Bridge Construction (SBC) sub-division is doing useful and indispensable work. They are in fact doing work better than what contractors are able to do. However, work load on them is also insufficient. Material procurement needs to be streamlined and sufficient orders should be generated to keep them busy.

• The Heavy machinery sub-division both at Tara Devi and Dharamshala are having a good work load, though in our opinion they could handle much more work. The annual cost of Tara Devi workshop at Rs 86 lakhs p.a. is also quite high.

• From the staffing of Dhalli Division it is seen that there are nearly 49 administrative staff for 113 technical workers. This seems a skewed ratio of administrative staff.


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8.8.5 Conclusion-II: Justification for machinery inventory of HP PWD

As shown in section 8.7.1 the department is equipped with a lot of machines (nearly 1300 machines and vehicles of different types) and has about 2500 drivers/operators. However, with the department contracting out most of its original construction work and special repair work, there is no justification for maintaining so many dozers, rollers, hot mix plants etc.

We were somewhat surprised to note that despite low work load on the heavy machinery, they continue to come to the workshops for repairs, expenditure on fuel etc. continues to be incurred and a large (and expensive) work force of about 2500 drivers/operators continues to be maintained.

There is however, enough justification for the JCBs which are required for clearance of slips etc. or snow cutters which are required for clearing snow bound roads. Similarly the trucks and motor vehicles are also justified for mobility and for carrying of materials etc.

Hence there is a need to make a plan for the surplus machinery given the present policy of the department. Such a plan will also ensure that either the machinery is used in a productive manner or grounded so that at least the recurring expenditure on it can be curbed.

8.8.6 Recommendations for mechanical circle

Steel Bridge Construction (SBC) Sub-division

• The work of this division should be encouraged and expanded. Their specialized skills can be used to take up more work of Steel bridges. The sub-division could be asked to compete with and quote against contractors and could be given a preferential treatment to the extent of 10%.

• The division could also bid for jobs outside the state in adjoining Uttaranchal or any other hill state as a means of diversification of area of operation and to encourage them to behave in a more commercial manner

• Later, if work expands a model for the SBC to operate as a business unit could be developed. This could have provision for providing flexibility and incentives to the members of SBC sub-division based on performance.

Motor Vehicle and trucks maintenance sub-division

• The expenditure of this sub-division is very difficult to justify, similarly the number of workers employed in this sub-division is much more than justified by the current work load.

• It is possible that when this sub-division was set up, adequate maintenance facilities may not have been available. However, currently good workshops are available everywhere for vehicle maintenance. Further, it should be possible to negotiate very good bulk rates with private workshops.

• One possibility of increasing work load of this division is to organize them as a business unit and ask them to take up outside work as well. However, looking at the competition from local workshops we have doubts if this suggestion could be workable.

• Alternately, we could close the workshop and examine absorbing this labour for other openings in the government e.g. in the road transport corporation.


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Heavy machinery workshops

• A fundamental issue has to be resolved i.e. what should be done with the surplus machinery such a dozers, road rollers, hot mix plants. The future of the workshops will be linked to the future of the surplus machinery.

• In practical terms the department will find it very difficult to dispose off the surplus machinery. We have two suggestions in this regard for consideration of the department:

– The department could actively encourage hiring of the surplus machinery to the contractors who are being awarded original works. We understand that currently hourly hire charges are based on costs and may sometimes be more than the market rates. It is suggested that this may be changed to hire charges based on market rates to be competitive.

– The surplus labour of the department could be organized into business units which could bid against contractors for taking up original works of road construction. These business units could hire the departmental machinery and pay for them at a slight discount to the market rates.

– These suggestions could be developed further in the labour options paper.

• However, we still need to decide about the maintenance of the JCBs and some other excavation machinery. The department should study the possibility of entering into maintenance contract with the workshops of manufacturers. We understand both JCB & L&T have set up well equipped workshops to service the machinery of the contractors and these could be used.

• In due course, the strength of the department would reduce by retirement etc. and there should be no further recruitment. In tis way the strength would come down in due course.


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9 Reasons for Low Labour Productivity

9.1 REASONS FOR LOW PRODUCTIVITY

9.1.1 Labour employed is historical

The wide variation in labour/Km in different circles, ranging from more than 3 lab/Km in Dalhousie circle to about 0.6 labours per Km in Una circle is indicative of the historical factors in labour deployment in different circles and not based on requirements. We do not find enough force in the argument of terrain factor being responsible except for roads which are above 2000 meters high and snow bound. In fact there are individual divisions where the labour deployed is as high as 9 labourers/km.

9.1.2 Lack of standardization of section size and labour

From the study of the 25 sections carried out by us, it can be seen that the size of the sections vary very widely both in terms of Kilometres under its coverage and in terms of labour deployed. This inevitably leads to adhocism and leaves room for inefficiency to creep in. While it cannot be said that sections should all have standard coverage, as it is necessary to take into account the terrain and special needs of an area, but the wide variation we have noticed from as low as 7 kms in a section to as high as 120 Kms in a section needs to be narrowed down.

Similarly, labour in sections also varied widely from as low as 31 persons in a section to as high as 123 in a section. This is also reflected as a wide variation in productivity ranging from 0.5 labours per Km to 6.8 labour/Km.

It is recommended that the section size and section labour needs to be standardized. In our opinion, a section should cover between 40 to 50 Kms which is a reasonable size in terms of supervision work load for a JE.

In terms of labour, a section should have about 20-25 labourers i.e. a labour per Km of 0.5. The gangs could be split into work teams of 5 labourers each so that coverage could be increased, and 5 work teams covering 8 Kms each could cover a total of 40 Kms.

9.1.3 Creeping factor and lack of control

Labour numbers have a tendency to creep up unless a close watch is kept. Our observations in PWD reveal that initially labour is employed for original works or some major special repairs but tends to stay on even after the construction work is over. At the field level several types of pressures are brought upon on the field management to continue with the labour and to justify their continuation.


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Thus the numbers keep creeping up. The matter is made worse by the method of reporting. Since the work charge and daily wage labour is booked against specific jobs, the main control is exercised in terms of budgetary and financial control (on overall costs of labour and material combined) and not on the numbers employed. This gives ample room for camouflaging the number of labour employed.

It is only when the signs of overstaffing cannot be ignored due to lack of budgets or lack of money to spend on materials required for maintenance that the clamp down begins. Mostly it is too late by then.

9.1.4 Local pressures on employment

Time and again the field management reports about the interference in the field management from the local political leaders and the unions whenever actions such as transfers or punitive action is initiated by the field managers. This demoralise the field staff and allows slackness to creep in.

9.1.5 Staffing to take care of peak loads

The staffing is such as to take are of the peak loads i.e. for breakdowns and slips/rain damage. Even in the case of major breakdowns, labour from 2-3 surrounding sections is sufficient to take care of the breakdowns. Since breakdowns happen mostly during the rainy season, during the balance time there is surplus labour and low productivity

9.1.6 Approach of doing all jobs departmentally

Earlier the approach of the department was to carry out all jobs departmentally both repairs and original works. Hence labour was recruited to carry out all of those jobs. Over a period of time, it was found to be more cost effective to outsource jobs to contractors. While the jobs got outsourced, the labour did not get reduced. This resulted in excess labour being carried.

9.1.7 Lack of mobility limits the beat radius

Currently the working radius or the beat of a gang is limited to 8 Kms. This is done considering the radius that labour can comfortably cover on foot in a hilly terrain. If they have to go outside this radius, the department provides them either with transport or with travelling allowance. This restriction also reduces the productivity.


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9.1.8 Lack of mechanization

Because of hilly terrain, the workers are mostly using hand tools only. Even a basic material handling equipment like wheel barrow is used only on plain roads and is not found useful for carrying material on slopes or from the hilly sides. This has an adverse effect on overall productivity of labour.

9.1.9 Lack of training

The skilled and semi skilled staff like the mason or the blacksmith needs to improve, so that the quality of work and productivity may improve. We have observed that at most of the skilled and semi-skilled workers have learnt their trade on the job and have received very little structured training.

Similarly, even for manual labour techniques of improving output, reducing fatigue etc. can be taught.

Overall, skill training both class room and on the job will be useful in improving productivity.

9.1.10 Leading from the front

In our discussions with the union and others it has been pointed out to us that the management has to set an example. If the junior perceives his boss to be lax, he also tends to become lax. It appears that the field presence of the filed management needs to be increased.

It could also be that the attention of the field management is diverted towards management of original works given to the contractors and this may result in less attention to routine maintenance as it is seen as jobs which do not require much management attention.


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10 Use of mechanization to improve productivity

10.1 MECHANIZATION AND ITS ROLE IN IMPROVING QUALITY AND PRODUCTIVITY

At present most of the work of maintenance is carried out manually by ‘gang labour’. This system was adequate when traffic was low and labour cost was also low. Now days it is being increasingly felt that efficiency of maintenance can be vastly improved by resorting to mechanization.

Various maintenance operations can be broadly clarified into following categories:

(a) Routine maintenance, comprising potholes, patch repairers heavy berm repairs, maintenance & Repairs of side drains, road signs, km stones, arboriculture and landscaping etc.

(b) Periodic maintenance i.e. renewal of the wearing surfaces that are to be carried out periodically every few years.

(c) Special repairs, flood and rain damage repairs, which consists of repairs to the embankment, pavement, culverts; road crust etc., which occurs due to natural calamities and could not be foreseen or predicted

Extent of utilization of machinery will depend on type of job and volume of work involved.

In the hill situation, the low volume of work may make it difficult to justify mechanization, on the other hand certain repair operations, especially of road surfacing or surface repairs could benefit by mechanization, especially because mechanized methods would ensure better temperature control in application of bitumen mix thereby improving quality of maintenance and longevity of repairs. It would also allow surface repairs when the ideal time by way of temperature) of road surfacing is over. Further, since many of the roads in Himachal are single lane and traffic could be heavy, it could facilitate road surface repairs at night time as well.

We have tried to examine the various possibilities of mechanization of maintenance work. Although information available is quite sketchy, we give below the various options of mechanization available:


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10.1.1 Pothole repair machine

Jet Patching Machine

This machine is made in Newzeland and used quite extensively in countries like Australia etc. Similar machines manufactured in the USA are used for patch repairs in the USA. They come in several brand names such as Jet Patcher, Speed craft etc.

A jet patching machine is a trailer mounted machine adopting an all-in-one approach to repair of potholes. It uses compressed air to blow debris out of the hole and then sprays hot asphalt emulsion at high speed into it for tack coat. Thereafter smaller chips are coated with emulsified asphalt and shot through a nozzle at 100 mph. Thereafter a thin layer of clean chips is applied.

Since the chips are blown in at high speed, they compact themselves uniformly from bottom up. The quality of such repairs is good. On the other hand compacting of patch work done by hand is not very good and the life of such patch repairs is not very high.

We understand this machine is quite fast and takes only 30 seconds to repair a 6 inch pothole. It completes the three operations of cleaning, tacking and filling and compacting in one single operation.

This machine could be useful for hill roads as it uses bitumen emulsion and obviates the need for heating. The potholes can be repaired during the rainy season as well.

Experience of jet-patching machines in India

Our enquiries reveal that the jet patching machines are not very successful for repairing of deep pot holes, of the type found quite often in the hill roads and other roads in India.

We learnt from the Chief Engineer, Mechanical in Ministry of Surface Transport and Highways that such a machine was procured by a contractor in Goa for patching work on contract, but the firm had to close down after some time. Our enquiries with the SE Mechanical of Himachal reveal that there is no experience of using such machines in Himachal.

We also understand that the GoI had imported ten such machines which were given to different states, but they have not created much enthusiasm and the Ministry of Surface transport has not received very encouraging reports.

INTUC Road Patcher

We understand that a retired Chief Engineer of BRO has developed a machine which is a multi activity system with capabilities of road patching. We have been in touch with the designer of this machine and have seen a presentation.

It comprises of a truck with a truck with 4.5 cum hopper, a hot mix plant and a small road roller as well with 3000 kg force. There is a hydraulic loader, a welding transformer and a lighting tower for night working.

However, no such machine has been sold by him as yet although he has made several presentations.


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It may worth testing such a machine, and if successful the same could be considered for selective adoption. The machine costs about Rs 50 lakhs each.

Unlike the jet patcher which requires only one operator, this machine requires a gang of 4 persons and a supervisor.

10.1.2 Use of JCBs and bulldozers for clearing of roads

The department already uses these two machines quite effectively for clearing the roads of slips and landslides. Current norm is to have two JCBs per division. While this appears to be adequate, the allocation of JCBs may need to be reviewed depending upon the incidence of slips in different divisions.

10.1.3 Multipurpose road maintenance machine

This is a versatile machine capable of carrying out a number of road maintenance works. The basic machine is similar to a wheel tractor equipped with various attachments to perform various functions such as levelling, grading, loading, scarifying, removing snow, to rectify the berm, compaction of earth and asphalt surfaces, cleaning of road surfaces etc. Various attachments are a grader, a bulldozer, a loader a scarifier, a snow plough, a berm leveller, a plate compactor, a hydraulic boom etc. This type of machine can perform various odd jobs and could also be useful in doubling the beat area. It can be used both for paved and unpaved roads.

10.1.4 Slurry Sealing Machine

The slurry sealing method of pavement maintenance is being increasingly adopted in many countries. This treatment helps to provide a good and lasting wearing coat to extend the life of the pavement.

The slurry seal mixture comprises of aggregate (80%); cationic emulsion (10%), balance of water and filler and additives. The slurry seal of 4-6 mm is laid. If coarse aggregate is used the thickness can be 10-15 mm.

The slurry seal machine is a self propelled machine, equipped with hoppers, tanks and all necessary metering devices to ensure that the mix complies with pre-determined mix formula. Seal is mixed and applied at site by the spreader box attached to the rear of the machine.

Since cationic emulsion is used for preparation of the seal mix, this machine could be useful for pavement maintenance in hill roads. We understand that some machines were imported by the Ministry of Surface Transport for trial purposes. We are trying to get more details about the feedback from trials.


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10.1.5 Mobile van for labour movement and increasing the gang beat area

Of all the mechanization possible, the one which could give immediate results is provision of a mobile van to increase the reach and mobility of the gang labour. Currently the labour moves on foot thereby both their productivity and beat area is limited. In this method, the labour could be made to move in groups of 8-10 with a patcher mounted on a trolley or truck equipped with all the tools required for routine maintenance. Such groups can look after areas of 20-30 Kms with ease, thereby doubling the productivity.

We understand such system of mobile gangs have been implemented by some states like Rajasthan and UP. A tailor made system could be considered.

The cost of making the gang mobile such as cost of the driver, vehicle and fuel will have to be offset against the savings in labour cost while examining such a proposal. Feedback from UP suggests that they have found such system to be cost effective in the long run.


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11 Norms for Productivity of Maintenance Labour

11.1 NATIONAL NORMS FOR PRODUCTIVITY OF MAINTENANCE LABOUR

Using the norms developed by the ministry of surface and road transport, we have developed some norms of labour productivity on the following basis (the financial norms have been given in section 4.3.3 above)

– Roads have been divided into those with Black Top (BT) and with ‘Water Bound Macadam’ (WBM) as the labour requirement will be different for these two types of roads

– Once again the maintenance is also a factor of the traffic density. Two classes have been considered, roads having traffic density of <450 CVD and others with traffic density >450 CVD

– The repairs have been further divided into (a) routine repairs, (b) Major repairs or breakdown repairs & (c) Additional repairs in snow bound areas

Based on the above classification, and averaging the annualized requirement of labour we have arrived at the figures given below. These calculations are based on the following assumptions:

a. Patch work is to the extent of 227 sqm per Km in roads with traffic density below 450 CVD and 248 sqm per km in roads with traffic density above 450 CVD.

b. For general maintenance work a labour of 0.3 beldars per Km is adequate

c. Slips of 200 cum per Km are expected in hilly areas in SH/MDR roads

d. Snow clearance to the extent of 6 cum per Km is assumed for the high altitude roads

e. A fairly high figure is assumed for repairs to retaining walls and breast walls.


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Table – 39: National Norms for Labour productivity in Hills Type of repairs Traffic density <450 CVD Traffic density >450 CVD BT WBM BT WBM

A. General Labour & Mate 0.34 0.34 0.34 0.34

B. Hilly terrain based repairs 0.13 0.13 0.13 0.13

C. Patch Repairs. 0.14 0.07 0.15 0.07

D. Slips & damage repairs 0.12 0.08 0.12 0.08

D. Total Labour for O.R. 0.73 0.62 0.74 0.62

Say 0.70 0.60 0.75 0.60

Source: Converted from the norms developed by Ministry of Surface Transport in 1994-95

Details of the calculations are annexed in Annexure-XIV.

11.2 RECOMMENDED H.P. NORMS FOR PRODUCTIVITY OF MAINTENANCE LABOUR

The current system of road maintenance in HP is basically a labour intensive method, with all operations carried out manually. Only in removal of slips or in the event of need for cutting of roads are JCBs or Bulldozers used. Snow cutters are used to keep the strategic roads open during winter season at high altitude roads.

JCBs or bulldozers are not just aids to improve efficiency, but they also help in opening up the closed roads quickly and are therefore an invaluable tool in keeping the roads and communications open. Hence we recommend that their use be continued. In fact the need for more JCBs can be critically examined and these can be located at strategic locations to be able to reach the vulnerable points with a minimum of delays.

The norms developed below are for the above mentioned option.

11.2.1 Considerations in development of norms for Himachal Pradesh

A perusal of the assumptions made while deriving the National Norms in table above and comparing it with our observations in the filed study of 25 sections, brings out the following differences, which necessitate some modification to the national norms. These differences are described below:

• The extent of patch work repairs assumed in the norms is quite liberal when compared to the ground situation in HP. For example the norms assume patch work repairs of 227 sq m/Km in low traffic roads, whereas we find from the surveys carried out that the real figure in HP is of the order of 50-75 sqm/Km. Even assuming that we need to improve the quantum of patch work in HP, a norm of 120 sqm for CVD below 450 and 140 sqm for CVD above 450 would be adequate.

• Similarly for Slips the national norms assumes slips to the extent of 200 cum/Km. However, we find that in HP situation, most areas are not that slip prone and slips may be about 10-50cum /Km only. Hence it would be justified to assume slips @ 50 cum per Km only.


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• Since major/special repairs and renewal coats are outsourced, labour requirement for them need not be built in to the norms for HP

• Where ever appropriate the labour requirement based on analysis of SRS 1999 has been used, and in many cases this norm for HP is higher than that assumed in the national norms.

• HP has some parts of roads which are snow bound or at a high altitude. At such locations not only is there an extra work of clearing of snow, but also the productivity goes down due to high altitude. Hence we need to build in a special allowance for such high altitude roads. However, we would hasten to clarify that this allowance should only be applied to the extent of roads which are snow bound and not to the division or sub divisions in a blanket fashion.

Considering the above, the recommended norms for productivity of labour in Himachal Pradesh may be taken as follows:

Table – 40: Recommended norms for Labour productivity in Himachal Pradesh

Type of repairs Traffic density <450 CVD Traffic density >450 CVD BT WBM BT WBM Ordinary Repairs Labor for General work 0.3 0.3 0.3 0.3 Mate 0.04 0.04 0.04 0.04 Parapet Repairs 0.01 0.01 0.01 0.01 Cross Drainage works and Culverts 0.01 0.01 0.01 0.01 Sign Boards, Km Stones & other paint work 0.02 0.02 0.02 0.02 White wash etc. 0.01 0.01 0.01 0.01 Repair to Retaining & Breast walls 0.04 0.04 0.04 0.04 Repairs to drains & reconstruction of damaged work

0.04 0.04 0.04 0.04

Total for ordinary repairs 0.47 0.47 0.47 0.47 Patchwork 0n BT roads 0.10 0.06 0.11 0.07 Slips 0.10 0.10 0.10 0.10 Total including patch work and slip removal

0.68 0.64 0.69 0.65

Leave cover for regular labour (33AL+15 CL+10 SL)

0.16 0.16 0.16 0.16

Total labour requirement per Km including leave cover

0.83 0.80 0.85 0.81

Additional allowance only for snow bound Kms

Removal of snow-fresh 0.05 0.05 0.05 0.05

Removal of snow-solidified 0.16 0.16 0.16 0.16

Additional Allowance for snow bound Kms 0.21 0.21 0.21 0.21

Source: Modification of norms developed by Ministry of Surface Transport in 1994-95 for HP conditions

Details of the calculations are annexed in Annexure-XV


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11.2.2 Recommended norms for Labour productivity per Km for Himachal Pradesh

The norms for labour productivity under labour intensive option for Himachal Pradesh may therefore be summarized as follows;

• The recommended norms for Himachal Pradesh for a road having a traffic density of less than 450 CVD is 0.83 labours per Km for both BT roads and 0.80 labours per km for WBM roads.

• For a road having traffic density of above 450 CVD is 0.85 labours per Km for BT roads and 0.81 labours per Km for WBM roads.

• The above productivity norms have been developed for regular labour and includes their leave cover.

• Over and above this we recommend an allowance of 0.20 labour per Km only for Kms of roads that are snow bound.

11.3 H.P. NORMS FOR PRODUCTIVITY OF MAINTENANCE LABOUR IN MACHINE INTENSIVE OPTION

This option examines the possibility of using machines to the extent possible, with a view to improve efficiency and to reduce the labour requirement.

This option can be considered in future when the labour gets reduced either due to natural attrition or other steps initiated by the department. The work could be carried out using heavy, modern and sophisticated machinery.

Some of the machines which could be used for mechanization of maintenance operations are:

• Mobilization of gang by providing a multipurpose light commercial vehicle to carry the gang members, their tools and repair material to the site of work. This will save the time taken by the gang to reach their place of work and also reduce fatigue and improve efficiency. By providing such a machine the beat area of the gang can be increased to 20 Kilo meters.

• Jet Injection patching machine which is used for patch repairs and uses only one operator. Alternately, the INTUC machine developed indigenously which requires 4 labourers but has many other attachments for night working etc. can also be used. However, such machines are in a trial stage in India although they are in regular use in western countries.

• Drain laying machines are also used in some countries. These are capable of dismantling damaged drains and laying new drains. However, no experience is available of their use in India. Also it is doubtful if this machine will be relevant in HP situation because many of the drains in HP are kaccha drains.

For the purposes of calculating the impact of mechanization on labour requirement, we have made the following assumptions:

a. That the sections would each cover 40 Kms, and use two gangs of ten persons each (1+9)

b. That the sections would be mobilized and each mobile unit will cover a road length of 20 Km each. This would improve productivity by 250%.


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c. That the work of patch repairs will be removed from the sections and patching machines will be placed @ one machine per division, which with a gang of five persons (1+4) would carry out patch repair and crack sealing work centrally. These machines will not only improve the quality of patch repairs but will also reduce labour requirement in the sections. The patch repair work would be carried out throughout the year using emulsion instead of hot mix bitumen.

The summary of norms for labour per Km for ordinary repairs under the machine intensive option is given below

Table – 41: H.P. Norms for labour productivity under machine intensive option Type of repairs Traffic density <450 CVD Traffic density >450 CVD BT WBM BT WBM Ordinary Repairs Labor for General work 0.3 0.3 0.3 0.3 Mate 0.04 0.04 0.04 0.04 Parapet Repairs 0.01 0.01 0.01 0.01 Cross Drainage works and Culverts 0.01 0.01 0.01 0.01 Sign Boards, Km Stones & other paint work 0.02 0.02 0.02 0.02 White wash etc. 0.01 0.01 0.01 0.01 Repair to Retaining & Breast walls 0.04 0.04 0.04 0.04 Repairs to drains & reconstruction of damaged work

0.04 0.04 0.04 0.04

Total for ordinary repairs 0.47 0.47 0.47 0.47 Patchwork on BT roads 0.10 0.06 0.11 0.07 Slips 0.10 0.10 0.10 0.10 Total including patch work and slip removal

0.68 0.64 0.69 0.65

Savings in machine intensive options

Increase in beat area by mobile gangs (from 8 Km to 20 Kms) by providing a LCV/Section 0.19 0.19 0.19 0.19

Savings by centralized patch work using a Jet patcher (one each for a division) 0.10 0.06 0.11 0.07

Total savings by Machine Intensive Option 0.29 0.25 0.30 0.26 Norms for machine intensive option 0.39 0.39 0.39 0.39 Leave cover for regular labour (33AL+15 CL+10 SL) 0.16 0.16 0.16 0.16

Total labour requirement per Km including leave cover 0.55 0.55 0.55 0.55

Additional allowance only for snow bound Kms Removal of snow-fresh 0.05 0.05 0.05 0.05

Removal of snow-solidified 0.16 0.16 0.16 0.16


Details of the calculations are annexed in Annexure-XVI


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Thus it can be seen that the machine intensive option can result in saving of about 40% of labour. Of course there will be an addition of equipment and its operating cost and the labour strength at the division level will go up by 4 persons per division i.e. approx 325 additional persons.


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12 Projections of range of excess labour

12.1 METHODOLOGY FOR ARRIVING AT EXCESS LABOUR UNDER NORMAL AND MACHINE INTENSIVE OPTION

In order to arrive at the likely excess labour we have applied the norms that we have developed for Himachal Pradesh for the two options viz:

a. Norms under current working method

b. Norms under machine intensive working option

These have been compared with the existing strength to arrive at the excess labour.

On this basis, the numbers of excess labour would be as shown below:

12.2 EXCESS LABOUR UNDER CURRENT LABOUR INTENSIVE WORKING SYSTEM

Table – 42: Calculation of excess number of labour under current working method

S.No. Name of Division Existing Road BT road WBM/ Total

Lab. reqd

Lab. reqd

Total Lab Excess

labour Km Kms Kms BT road

WBM road reqd Labour

0.83 0.80 A SOUTH ZONE

3rd Circle Solan 2202 944 1121 2066 784 897 1681 341 4th Circle Shimla 1635 380 644 1024 315 515 830 805 11th Circle Rampur 3512 1619 1372 2992 1344 1098 2442 1070

12th Circle Nahan 2517 1126 1384 2510 935 1107 2042 475 14th Circle Rohru 1468 462 1034 1496 383 828 1211 257 National Circle Shimla 393 456 0 456 378 0 378 15 N.H.Cicle Shahpur 867 779 0 779 647 0 647 220 Mech Circle Dhalli 0 0 0 0 0 0 0 0 Electrical Circle Shimla 0.00 0 0 0 0 0 0 0 Total South Zone 12414 5766 5556 11322 4786 4445 9231 3183 B CENTRAL ZONE 1st Circle Mandi 6174 1631 1941 3573 1354 1553 2907 3267 8th Circle Hamirpur 1367 1107 390 1497 919 312 1231 136 10th Circle Bilaspur 1917 754 418 1172 626 335 961 956 6th Circle Kullu 1740 516 558 1074 428 251 679 1061 Total Central Zone 11198 4009 3308 7316 3327 2646 5973 5225


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C NORTH ZONE 5th Circle Palampur 2853 1631 716 2347 1354 573 1926 927 7th Circle Dalhousie 5034 1008 621 1628 836 497 1333 3701 9th Circle Nurpur 2135 1517 700 2216 1259 560 1819 316 15th Circle Una 874 1188 259 1447 986 207 1193 -319 Total North Zone 10896 5343 2295 7638 4435 1836 6271 4625 Grand Total 34508 15118 11159 26277 12548 8927 21475 13033

Details of division wise and circle wise calculations are shown in Annexure XVII

It may be noted from the above table that there are a few circles which are short of labour as per the norms while there are others which have a heavy excess. Thus Una in central Zone is short of labour, while circles like NH Shimla are just balanced.

On the other hand amongst the circles having maximum surplus, Dalhousie is highest at nearly 3700 surplus labourers with a labour force which is nearly four times their requirement as per norms. Similarly 1st circle Mandi and to some extent Rampur Circle are also having a heavy surplus of labour. It is necessary to investigate the reasons for such excess labour and steps that can be taken to reduce the excess labour. Perhaps the first step could be to reduce the number of daily wage workers employed in these circles.

Based on the above calculation about 13000 labourers could be surplus to our requirement. Even if we provide for 0.2 labours extra for 20% of roads that maybe on higher reaches, it would account for an increase of about 1600 persons, i.e. the excess would be about 11500. To accommodate some of these excess labourers, a few can be deputed on newly constructed roads and the roads which are at present under constructions. However, this may be only a very limited solution as the contractors who are constructing the new roads are also responsible for their maintenance for the next five years.

Details of division wise and circle wise calculations are shown in Annexure - XVII


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12.3 EXCESS LABOUR UNDER MACHINE INTENSIVE WORKING SYSTEM

Table – 43: Calculation of excess number of labour under machine intensive working method

S.No. Name of Division Existing Road

BT road WBM/ Total

Lab. reqd

Lab. reqd

Total Lab Excess

labour Km Kms Kms BT road

WBM road reqd Labour

0.83 0.80 A SOUTH ZONE 3rd Circle Solan 2202 944 1121 2066 519 617 1136 886 4th Circle Shimla 1635 380 644 1024 209 354 563 1072 11th Circle Rampur 3512 1619 1372 2992 891 755 1646 1866 12th Circle Nahan 2517 1126 1384 2510 619 761 1381 1136 14th Circle Rohru 1468 462 1034 1496 254 569 823 645

National Circle Shimla 393 456 0 456 251 0 251 142

N.H.Cicle Shahpur 867 779 0 779 428 0 428 439 Mech Circle Dhalli 0 0 0 0 0 0 0 0

Electrical Circle Shimla 0.00 0 0 0 0 0 0 0

Total South Zone 12414 5766 5556 11322 3171 3056 6227 6187 B CENTRAL ZONE 1st Circle Mandi 6174 1631 1941 3573 897 1068 1965 4209 8th Circle Hamirpur 1367 1107 390 1497 609 214 823 544 10th Circle Bilaspur 1917 754 418 1172 415 230 645 1272 6th Circle Kullu 1740 516 558 1074 284 172 456 1284 Total Central Zone 11198 4009 3308 7316 2205 1819 4024 7174 C NORTH ZONE 5th Circle Palampur 2853 1631 716 2347 897 394 1291 1562 7th Circle Dalhousie 5034 1008 621 1628 554 3441 896 4138 9th Circle Nurpur 2135 1517 700 2216 834 385 1219 916 15th Circle Una 874 1188 259 1447 653 143 796 78 Total North Zone 10896 5343 2295 7638 2939 1262 4201 6695 Grand Total 34508 15118 11159 26277 8315 6138 14452 20056

Based on the above calculation, in a machine intensive option, about 20056 labourers could be surplus as the maintenance of all the existing roads could be managed by about 10500 labourers. Even if we provide for 0.2 labours extra for 20% of roads that maybe on higher reaches, it would account for an increase of about 1600 persons, i.e. the excess would be about 28,000.


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To accommodate these excess labours, a few can be deputed on newly constructed roads and the roads which are at present under constructions. However, as mentioned earlier this may be only a very limited solution as the contractors who are constructing the new roads are also responsible for their maintenance for the next five years.

In this option there would be an extra labour deployed in the division headquarters to operate and work with the patching machine. This would absorb about 350 additional labourers. Details are given in Annexure XVIII


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13 Costs of different options and projected savings

Based on the projections of labour requirements as calculated in Chapter 11 above, the cost impact of different options is estimated below. It may kindly be noted that the estimates below are for the labour costs of road maintenance only and do not include the cost of maintenance of buildings which is outside the scope of this study. The details of calculation are given in Annexure XIX

13.1 COST OF LABOUR FOR ROAD MAINTENANCE UNDER EXISTING SCENARIO

13.1.1 Number of labour employed in road maintenance

Under the existing scenario, the estimated number of labour employed in road maintenance has been derived as follows (Please see chapter 6.2 Table for calculations):

-Regular Labour 27426 Nos.

-Daily Wage Labour 7082 Nos.

-Total labour on road Maintenance 34508Nos.

13.1.2 Cost of labour currently employed for road maintenance

To arrive at the cost of labour, the following assumptions have been made:

-Average Cost of all categories of Regular labour Rs 7000 P.M.

-Average Cost of all categories of Daily Wage labour Rs 2210 P.M.

These figures have been obtained from estimates of project Directorate and also agree with the estimates of the finance department.

Based on the above assumptions, the cost of labour for road maintenance with the current methods of road maintenance is as follows:

Table – 44: Current cost of labour for road maintenance

-Cost of regular labour Rs 230.38 cr/annum

-Cost of daily wage labour Rs 18.78 cr/annum

-Total Cost of labour Rs 249.16 cr/annum


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This calculated figure is slightly less than the budget figure of 268.36 cr as arrived in chapter 4.3 Table above, because we have corrected the figure for mechanical, ministerial and supervisory staff who were also included in the calculations.

13.2 COST OF LABOUR FOR ROAD MAINTENANCE UNDER EXISTING SCENARIO BUT ASSUMING LABOUR AS PER NORMS

13.2.1 Number of labour to be employed in road maintenance with current labour intensive method but in accordance with the norms

Under the existing scenario of labour intensive method of working but assuming labour as per norms, the estimated number of labour required for road maintenance is as follows (Please see chapter 11.2 Table for calculations):



-Total labour on road Maintenance 21475 Nos.

13.2.2 Cost of labour for road maintenance using the recommended norms for H.P.

Using the average cost of labour as assumed in chapter 13.1.2 above i.e.



The cost of labour for road maintenance with the current methods of road maintenance but assuming labour as per norms calculated for H.P. is as follows:

Table – 45: Cost of labour and projected savings using the recommended norms for H.P.




-Projected savings Rs 94.10 cr/annum (In comparison with current costs)

13.3 COST OF LABOUR FOR ROAD MAINTENANCE UNDER MACHINE INTENSIVE SCENARIO

13.3.1 Number of labour to be employed in road maintenance under the machine intensive scenario

Under the machine intensive scenario where (a) the patch work will be done using jet patchers to be placed at the division level and (b) the coverage of the gang would be increased to 20 Kms by mobilizing them, the estimated number of labour required for road maintenance is as follows (Please see chapter 11.3 Table for calculations):


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-Total labour on road Maintenance 14452 Nos.

13.3.2 Cost of labour for road maintenance under the machine intensive option

Using the average cost of labour as assumed in chapter 12.1.2 above i.e.



In addition the following assumptions have been made for arriving at the cost of machine intensive option:

- Cost of operating the Jet Patcher including running and other costs Rs 50 per Km

- Kms of operation of jet patcher per month 2000 Km

-Cost of operating the mobile units including running and other costs Rs 25 per Km

-Kms of operation of mobile units per month 2000 Km

The cost of labour for road maintenance with the machine intensive option of road maintenance is as follows:

Table – 46: Cost of labour and projected savings using the machine intensive norms




-Cost of extra labour for Jet Patcher Rs 3.84 cr/annum

-Cost of operating the jet patcher Rs 9.60 cr/annum

-Cost of mobilizing the gang labour Rs 56.16 cr/annum

-Total Cost of Machine intensive option Rs 173.95 cr/annum

-Projected savings Rs 75.21cr/annum

13.4 THE COST EFFECTIVE OPTION

The above cost calculations show that the cost of labour under different options is as follows;

--Total Cost of labour-as current Rs 249.16 cr/annum

--Total Cost of labour -as per norms Rs 155.06 cr/annum

--Total Cost of Machine intensive option Rs 173.95 cr/annum


13-93


The following conclusions can be drawn from the above comparison:

• That the machine intensive option is more expensive than the cost of the option where labour is used as per norms in the current method of working by nearly 19 cr

• Hence it may be concluded that the cost of mechanization is more than the savings and hence at current labour costs it is not cost effective to go to such levels of mechanization. Further, the jet patcher is as yet an untested machine under the Indian hill conditions and hence any decision based on its wide spread usage would not be defensible

• That substantial savings are possible with only minor changes in the method of working but with tightened and improved productivity, by which it is possible to save nearly Rs 94 cr or a whopping 38%

• The various options for carrying out the reforms to improve the labour productivity as per norms will be dealt with in the labour reform options paper to follow.


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14 Maintenance of Buildings

14.1 INTRODUCTION

Building maintenance is work undertaken to keep, restore or improve every facility i.e. every part of a building, its services including Horticulture operations to a currently acceptable standard and to sustain the utility and value of the facility.

The objective of maintenance is:

i) To preserve machinery, building and services, in good operating condition.

ii) To restore it back to its original standards, and

iii) To improve the facilities depending upon the development that is taking place in the building engineering.

Maintenance aims at effective and economic means of keeping the building and services fully utilisable. It involves numerous skills as influenced by occupancy and the performance level expected of a building. Programming of works to be carried out to keep the building in a good condition calls for high skills.

The repair works are classified in under mentioned categories;

i) Day to day repairs / service facilities

ii) Annual repairs

iii) Special repairs

In addition to above the following works are also executed by the maintenance wing of H.P. P.W.D.. Additions and Alterations Works in the Buildings.

14.1.1 Day to day repairs / service facilities

Day to day repairs are carried out by HPPWD in all the buildings under its maintenance on the basis of day to day complaints received at the service centres.

14.1.2 Annual Repairs

To maintain the aesthetics of buildings and services as well as to preserve their life, some works like white washing, distempering, painting, cleaning of lines, tanks etc. are carried out periodically. These works are planned on year to year basis.


14-95


14.1.3 Special Repairs

Such works are undertaken to replace the existing parts of buildings and services which get deteriorated on ageing of buildings. It is necessary to prevent the structure services from deterioration and restore it back to its original conditions to the extent possible.

14.1.4 Additions and Alterations

The works of additions/alterations are carried out in buildings to suit the special requirements of occupants for functional efficiency. Norms for facilities in Govt. residential and non-residential buildings are revised form time to time. The facilities are updated by carrying out such works.

14.1.5 Preventive Maintenance

Preventive maintenance is carried out to avoid breakdown of machinery and occurrence of maintenance problems in buildings and services. Works of preventive maintenance are carried out on the basis of regular inspection / survey.

14.1.6 Modalities of Maintenance

The maintenance works are undertaken through one of the following or both:

i) Directly Employed Labour

ii) Through Contracts

i) Through Direct Employed Labour:

Directly employed labour is the most appropriate for routine day to day maintenance. This comes under the following two categories:

a) Departmental Labour

b) Casual Labour

ii) Through Contracts

The annual repair work such as white washing, painting, petty works such as replacement of Glass panes, repairs to plaster, changing roof tiles etc. are generally carried out through contract. The special repair works such as regarding, laying of water proofing treatment, repair of water supply pump sets, equipments and accessories of A/C plants, Audio / Video conference systems, substation equipments, DG sets lifts, fire alarm detection and fire fighting systems etc, are of good magnitude in financial terms, hence these are generally carried out through contracts.


14-96


14.2 DEVELOPMENT OF NORMS FOR MAINTENANCE OF BUILDINGS

While it is difficult to develop norms for maintenance of buildings, because the maintenance needs are multifarious and also the maintenance requirements vary widely with the age of the building, the type of construction etc. However, an attempt has been made for development of norms as given below.

14.2.1 Principals of fixing of norms

As explained above, building maintenance is of different kinds, namely (a) day to day repairs and preventive maintenance (b) annual repairs (c) special repairs (d) additions and alterations.

Of these, only day to day repairs and preventive maintenance should be done departmentally, where as annual repairs such as painting and white wash, special repairs like changing of floors or bathroom fittings and additions/alterations should be done through contractors.

Further, PWD is currently carrying out repairs of its won buildings only; hence the labour should be adequate for its own buildings only. If any other department wants PWD to maintain its buildings, such works would be under deposit works and could be outsourced.

14.2.2 Norms fixed by CPWD

We have examined the norms fixed for building maintenance by CPWD. Those norms are suitable for Himachal Pradesh except that we have recommended some additional allowances for old buildings (Pre 1947) as those buildings not only require more maintenance because of their age, but also they have used much more wood and hence require more carpentry repairs and painting/polishing work.

Similarly some allowance may need to be given for those buildings which are at a great height. These principals are enumerated below.

14.2.3 Minimum Standard Team for Building Maintenance per Division

The number of buildings in different divisions varies widely. Divisions in district HQ towns have much more building maintenance work, while divisions in smaller towns have less building maintenance work. However, most divisions have some buildings to maintain including the PWD rest houses in their jurisdiction.

Hence it is suggested that each division have a minimum standard team for carrying out day to day maintenance and preventive maintenance. This minimum team can be supplemented in divisions where the PWD buildings are much more. Thus Shimla for example, has a separate division for building maintenance. Similarly other zonal head quarters like Dharamshala, Mandi etc. also have a large number of PWD buildings to maintain. Separate norms could be prescribed for cities having a large number of buildings.

Thus we recommend the team as given below as a standard minimum team in each division. The number of cooks, chowkidars will vary depending on the number of buildings and rest houses etc.


14-97


Table – 47: Minimum Standard team for Building Maintenance per Division

Minimum Standard Team for Building Maintenance per Division 1 Mason 1 no 2 Carpenter 1no 3 Plumber 1 no 4 Painter 1 no 5 Electrician 1 no 6 Sewerman /Sweeper 2 no / 1 no 7 Beldars 10 nos Total 17 nos / 16 no Remarks 1 Beldars @ 1.5 per skilled worker for residential buildings 2 Beldars @ 2.0 per skilled worker for non-residential buildings 3 Beldars / Wireman @ 0.5 per electrician 4 Increase labour requirement by 25% for pre 1947 buildings 5 Chowkidars as per requirement of site and depending upon number of stores etc. 6 Cooks @ 1.0 per rest house 7 Periodic maintenance to be outsourced 8 Sewerman should always be in pairs (male only), whereas sweeper can be single (male/female)

14.2.4 Norms for divisions with large number of buildings:

Norms as given below are suggested. These norms could be calculated on the total plinth area of buildings in the given division, measured separately for residential buildings and separately for non-residential buildings.

Special allowances have been suggested for old buildings and buildings situated at a height beyond 3500 ft and 6000 ft.


14-98


Table – 48: Norms for divisions with large number of buildings

Remarks 1 Beldars @ 1.5 per skilled worker for residential buildings 2 Beldars @ 2.0 per skilled worker for non-residential buildings 3 Beldars / Wireman @ 0.5 per electrician 4 Increase labour requiremnt by 25% for pre 1947 buildings

Special Remarks Where there are large numbers of Buildings under maintenance, Section should be exclusively designated for Building Maintenance For big divisions in Distirct HQ towns, two to three sections may be allowed. If the divisions situated in smaller towns a common section for Road Maintenance and Building Maintenance should work. Any requirement beyond this should be based as per norms given in the table above. For hilly terrain above 3500 ft. & upto 6000 ft., a multiplying factor of 1.15 my be allowed. For snow bound areas above 6000 ft., a multiplying factor of 1.30 may be allowed.

Norms for building maintenance S.No. Category of building Unit Mason Carpenter Plumber Painter Sewerman Electrician

1 Residential

a Top level residences- type VII &VIII lakh sft 2.5 2.8 3.0 6.0 4.0 3300 points

b Sr level officers-type IV, V & VI lakh sft 3.0 3.5 3.0 6.0 4.0 3300 points

c Junior level staff-type I, II & III lakh sft 3.0 3.0 3.0 6.0 6.0 3300 points

d Mess/Hostels/rest houses etc. lakh sft 2.5 2.8 3.0 6.0 4.0 3300 points

2 Non-Residential

a Office Buildings lakh sft 3.0 5.0 3.6 7.0 6.0 2000 points

b Public Buildings lakh sft 2.0 3.0 3.0 6.0 6.0 2500 points c Hospitals lakh sft 2.0 3.0 3.0 7.0 3.0 2000 points

d Monumental Buildings lakh sft 4.0 6.0 6.5 7.5 7.5 3000 points

Final Labour Productivity Audit Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh

July 2007


LIST OF ANNEXURES

Annexure No. Details of Annexure Page No. Annexure-I:

List of 25 Sections 1 – 1

Annexure-II:

Data Collection Format 2 – 14

Annexure-III:

Data Sheet for Labour Inventory 15 – 19

Annexure-IV:

List of Union in Public Work Department (PWD) 20 – 20

Annexure-V: Maintenance & Repair Norms for 1 (One) Km of SH / MDR of Hill Road (Single Lane)

21 – 22

Annexure-V(A): National Maintenance & Repair Norms for 1 (One) Km of SH / MDR of Hill Road with Detailed Workings Developed in Single Lane

23 – 30

Annexure-VI: Trends in Annual Renewal Coat 31 – 31

Annexure-VII: Division and Circle Wise Estimates of Labour Engaged in Building Maintenance and Road Maintenance 32 – 36

Annexure-VII (A): Bifurcation of Division & Circle Wise labour by Supervisory, Ministerial, Electrical & Mechanical

37 – 40

Annexure-VIII: Division Wise/Circle Wise Road lengths of BT and WBM/Kaccha Roads

41 – 44

Annexure-IX: Division Wise & Circle Wise Labour Productivity 45 – 49

Annexure-X: Section Wise Labour Deployment 50 – 50

Annexure-XI: Extent of Slips and Breakdowns & Section Wise Patch Works and Crack Sealing Work

51 – 52

Annexure-XII: Section wise labour deployment, Productivity of labour & Excess/shortfall of labour

53 – 53

Annexure-XIII: Circle Wise List of Machinery 54 – 54

Annexure-XIV: National Norms for labour requirement per Km of Hill Roads (Single Lane) -GoI

55 – 55

Final Labour Productivity Audit Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh

July 2007


Annexure-XV: Norms for Road Maintenance in Hill Roads of Himachal Pradesh

56 – 56

Annexure-XV (A): Development of Norms for Road Maintenance in Hill Roads of Himachal Pradesh

57 – 59

Annexure-XVI: Norms for Road Maintenance Intensive Option in Hill Roads of Himachal Pradesh

60 – 60

Annexure-XVII: Excess Labour Based on HP Norms 61 – 65

Annexure-XVIII: Labour requirement as per HP Machine Intensive Norms 66 – 70

Annexure-XIX: Cost of Labour for Road Maintenance (only) under Different Options

71 – 71

Annexure-XX: Age Wise Distribution of PWD Labour 72 - 74

Annexure-XXI: Projected Staff Require Retirements Category Wise 75 – 75

Annexure-XXI (A): Year Wise Distribution of Retirement Based on 58 Years 76 – 79

Annexure-XXII: Gender Wise Profile PWD Labour 80 – 82

Annexure-XXIII: Attendance Record of PWD - Labour 83 – 85

Annexure-XXIV: Analysis of Physical Fitness of PWD Labour 86 – 88

Annexure-XXV: Analysis of PWD Labour for Willingness to do Hard Work

89 – 91

Annexure-XXVI: Willingness to Learn New Skills by PWD Labour 92 – 94

Annexure-XXVII: Ability of PWD Labour to Take Initiative 95 – 97

Annexure-XXVIII: Designation Wise Labour Strength of PWD Labour

98 – 99

Annexure-XXVIII (A): Designation Wise Labour Strength in Different Sections of PWD

100 – 102

Final Labour Productivity Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh

July 2007 Page 1 of 1

ANNEXURE – I LIST OF 25 SECTIONS

Himachal Pradesh State Roads Project

Consultancy Services to undertake a study of the Productivity of Force Account staff in the Public Works Department under State Roads Project Representative Circles/ Divisions/Sub-divisions

Sr. No

Circle Division Sub-Division

1 1st Circle, Mandi 1.Dharampur 2.Sundernagar

2 3rd Circle, Solan Arki Horticulture sub-Division, Solan

3 4th Circle, Shimal Shimla Division No.1 4 5th Circle, Palampur Kangra 5 6th Circle, Kullu Kullu Division No.1 6 7th Circle, Dalhousie Dalhousie 7 8th Circle, Hamirpur Badsar 8 9th Circle, Nurpur Nurpur 9 10th Circle, Bilaspur Ghumarwin 10 11th Circle, Rampur 1.Karchham

2.Nirmand Horticulture sub-Division, Rampur

11 12th Circle, Nahan Shilai 12 14th Circle, Rohru Jubbal 13 15th Circle, Una Bharwain 14 NH Circle, Shimla 1.Rampur

2.Solan 1.Rampur Sub-Division 2.Nalagarh Sub-Divn.

15 NH Circle, Shanpur Hamirpur Hamirpur 16 Electrical Circle, Shimala 1.Shimla

2.Dharmshala

17 Mechanical Circle, Shimla 1.Shimla 2.Dharmshala

1.Workshop Sub-Divns 2. Field Sub-Divns.

Note:-1. In case of Civil Divisions the representative sections are to be taken for

sample survey. 2. In case of NH Circles the representative Sub-Divisions are to be taken for

sample survey. 3. In case of Electrical and Mechanical Circles representative Divisions are to be

taken for sample survey

ANNEXURE – II DATA COLLECTION FORMAT

Productivity of Force Account Staff in the Public Works Department under State Road Project – Himachal Pradesh

DATA SHEET FOR PRODUCTIVITY OF FORCE ACCOUNT STAFF

Section-(A) General Information Date: _________________

Circle Number

Circle Name

Circle SE

Division Number

Division Name

Division XEN

Sub-Division

Sections Name

Number of Sections

(A)-I Organization detail of Sub Division

Sec.-1 Sec.-1I Sec.-1II Sec.-V1 SDOOffice

Total Category Regular WC to regurlar

Daily wages

Nos. Nos. Nos. Nos. Nos. Nos. Nos. Nos. Nos.

Field Staff

SDO

JE

W. Inspector

Mates

Beldar

Operator





Asst. Operator

Fitter

Helper

Black Smith

Carpenter

Masons

Driver

Cleaner

Chowkidar

Sub Total field staff

Office Staff Store Keeper

Sr. Assistant

Jr. Assistant

Peon

Sweeper

Watchman

Mali

Others

Sub total Office staff

Grand total

Section-(B) Details of workers in Section.

(B)–I Organization details of section

Gang.-1

Gang.-1I

Gang.-1II

Gang.-1V JE

Office

Total Category Regular WC to regurlar

Daily wages

Nos Nos Nos Nos Nos Nos Nos Nos Nos

JE

W. Inspector

Mates

Beldar

Masons

Blacksmith

Carpenter

Operator

Asst. operator

Driver

Helper

Cleaner

Total

(B)-II Growth of Workers in Section Year Regular Work charge to

regular Daily wages Total

2001

2006

Growth (in %)



(B)-III Personal Information of Gang (Use separate sheet for each Gang)



Main work done

S. No.

Name Designation M/F Age Education Home town

Any special skills

Class of worker

No. of years in Present Gang

Total No. yrs in PWD

Atttendance on day of visit

R=Regular WCR=Regular work to charge DW=Daily wages

Light / Heavy/ Bld. Maint. Date

(B)-IV Attendance Record of the gang workers (Mark No. of day absent/ Leave / Annual leave to A/L/AL)

S. No.

Name Designation Jan Feb March April May June July Aug Sept Oct Nov Dec



(B)-V Information regarding Gang team (to be collected by the Investigator)

Date ____________



S.No. Details Nos. 1 H/Wife teams 2 Father & Son/ Brothers 3 Other Occupations (Farming/Shops/ ect.) 4 Used in other work 5 Used in office work 6 Union office bearer 7 Badli worker 8 Other work practices 9 Tools machines in use

(B)-VI Note on help provided by union in solving problems of the gang and its activities vis-à-vis the gang:

Name of Investigator_____________________________________

Signature of Investigator__________________________________



Section-(C) Physical details of the Section

(C)-I Details of Roads under maintenance by Gang (in km)

Road Single lane(SL) (Intermediate) IL Double Lane(DL) Total

National Highway(NH)

State highway(SL)

Major District Road (MDR)

Link Road (Village)

Kacha

Pucca

Total

(C)-II Condition of Roads

NH SM MDR Link Road (Kacha)

Link Road (Pucca)

Total

Renewal Coat (years ago)

Patch repairs (km) 2006

Slips (Nos.) 2006

Vulnerable areas (Nos.)

Drain-Kachha (km)

Drain-Pucca (km)

Retaining wall(km)

No. of culverts (Nos.)

Total

(C) –III Details of Building Maintained

Type of Building Numbers

Residence

Offices

Rest House

Total

Section-(D) Work done during last year (Jan’06 to Dec’06)

(D)-I Details of work done during the year (attach copies) of filled MR, MBs, ) work done etc.

Month Bitumen Consumption

January’06

February’06

March’06

April’06

May’06

June’06

July’06

August’06

September’06





October’06

November’06

December’06

Total

(D)-II Details of any major break downs

Description of break down Month No. of days No. of labour engaged

(D)-III Details of any special repairs:



(D)- IV Tools used for maintenance

Tools Numbers

Wheel barrows

Shovels

Pick

Others



Section-(E) Analysis

(E)-I Time spent on various works during the year (Jan-Dec. 06) Months/Week

1. Maintenance of drains, culverts, retaining walls

2. Maintenance of road surface- renewal coat

3. Maintenance of road surface – patch work

4. Major breakdowns:

Breakdowns Descriptions

Slips

Sinking

Other

5. Work done outside the section (Give details):

6. Building maintenance (Describe):

7. Small capital works or deposit works (Describe):

8. Special Repairs (Describe):



(E)-II KM’s Maintained

SL

IL

DL

Pucca

Kucha

Total

(E)-III Buildings maintained

Type of Building Number

Offices

Residential

Rest Houses

Workers engaged

(E) - IV Manpower/ km

NH

SH

MDR

Kutcha Link

Pucca Link



(E)-V Manpower/ 100 buildings

(E)-VI Suggestions for improving productivity

(E)-VII Suggestion for improving working conditions

(E)-VIII Scope for mechanization


July 2007

Page 15 of 5

ANNEXURE – III DATA SHEET FOR LABOUR INVENTORY

Personnel Data to be Collected

Name : Sex: Male/ Female (tick)

Age : Proof of Age: Y/N (if yes copy)

Home town :

Education :

Special qualification :

Years in Section : ___/____/_______

From: DD/ MM/ YYYY

Years in PWD : ___/____/_______

From: DD/ MM/ YYYY

Current Position : Regular Since(MM/YY)____/____Total Yrs____

Work charge service (MM/YY)____/____ total Yrs ____

Daily Wages service (MM/YY)____/____ total Yrs ____

Attendance Record : Excellent /Very Good/Good /average/Poor

Physical fitness : Excellent /Very Good/Good /average/Poor

Willingness for hard work: Excellent /Very Good/Good /average/Poor

Willingness to learn new skills: Excellent /Very Good/Good /average/Poor

Ability to take initiative / give: Excellent /Very Good/Good /average/Poor

Suggestions :

Last Promotion (Year) :

Current Salary (Gross) :

Remarks :


July 2007

Page 16 of 5

Membership of Union (If Any): Yes/No, Name of Union, if yes__________________

Analyses of Personal Data – Section (one sheet for each section)

Designations Number of poor attendance

Number of above 50 years

Regular (Nos.)

Work charge (Nos.)

Daily wages (Nos.)

Total

JE

W. Inspector

Mates

Beldar

Masons

Blacksmith

Carpenter

Operator

Asst. operator

Driver

Helper

Cleaner

Store Keeper

Sr. Assistant

Jr. Assistant

Peon

Sweeper

Watchman

Mali

Others (Mention)

1

2

3

4

5

6

Total


July 2007

Page 17 of 5

Analyses of Personal Data – Sub-Division (Total of all sections)

Designations Number of poor

attendance

Number of above 50

years

Regular (Nos.)

Work charge to Regular (Nos.)

Daily wages (Nos.)

Total

JE

W. Inspector

Mates

Beldar

Masons

Blacksmith

Carpenter

Operator

Asst. operator

Driver

Helper

Cleaner

Store Keeper

Sr. Assistant

Jr. Assistant

Peon

Sweeper

Watchman

Mali

Others (Mention)

1

2

3

4

5

6

Total


July 2007

Page 18 of 5

Analyses of Personal Data – Division (one sheet for each sub-division)


attendance

Number of above 50

years

Regular (Nos.)


Daily wages (Nos.)

Total

JE

W. Inspector

Mates

Beldar

Masons

Blacksmith

Carpenter

Operator

Asst. operator

Driver

Helper

Cleaner

Store Keeper

Sr. Assistant

Jr. Assistant

Peon

Sweeper

Watchman

Mali

Others (Mention)

1

2

3

4

5

6

Total


July 2007

Page 19 of 5

Analyses of Personal Data – Circle (one sheet for each division)


attendance

Number of above 50

years

Regular (Nos.)


Daily wages (Nos.)

Total

JE

W. Inspector

Mates

Beldar

Masons

Blacksmith

Carpenter

Operator

Asst. operator

Driver

Helper

Cleaner

Store Keeper

Sr. Assistant

Jr. Assistant

Peon

Sweeper

Watchman

Mali

Others (Mention)

1

2

3

4

5

6

Total


Page 20 of 1

July 2007

ANNEXURE – IV

LIST OF UNION IN PUBLIC WORK DEPARTMENT

(List of Recognized Unions)

1. Hinmachal PWD, IPH Employees Mazdoor Union.

2. Himshakti PWD Karamchari Sangh.

3. Indian National Trade Union Congress.

4. Himachal Pardesh Rajya Karya Nirikshak Sangh. (Work Inspector Association)

5. Himachal Pradesh Lok Nirman Vighag Vidyut Workers Union.

6. Himachal Pradesh Government, Semi Govt. Drivers & Conductors Federation.

7. Himachal Pradesh State Surveyors Association.

8. Himachal Pradesh PWD, B & R (IPH) Store Clerk Association.

9. Himachal Prade3sh Lok Nirman Vibhag Swagatkarta Karamchari Sangh.

ANNEXURE - V

Maintenance & Repair Norms for 1 (One) Km of SH / MDR of Hill Road (Single Lane)Corrected for inflation @ 220%

S.No. Description

BT WBM BT WBMA) Ordinary Repairs (OR)i) Labour - Belder 14256 14256 14256 14256

-0.3 -0.3 -0.3 -0.3Mistry - Mate 1901 1901 1901 1901

-0.04 -0.04 -0.04 -0.04ii) Patch Repair (Patch Area) 5.5% 5.5% 6.0% 5.5%

B.T. Surface - Bitumen 21474 23461 - Aggregate (227M2 @ 93/-) - (227M2 @ 93/-) -W.B.M. - Metal - 8989 8989

- (227M2 @ 40/-) - (227M2 @ 40/-)iii) Arboriculture 660 300 300 300iv) Parapet Repairs 3300 1500 1500 1500v) Store House Shed 1100 1100 1100 1100vi) Cross Drainage works, Bridges, Cleaning of Scuppers, Reconstruction of T 5500 5500 5500 5500vii) Single Boards, Km. Stones white wash etc. 2200 2200 2200 2200viii) Traffic Census 660 660 660 660

Total for O.R. REPAIRS 51051 36406 50877 36406

B) Major Repairs (M. R.)i) Repair to Retaining / Breast Walls 5500 3300 5500 3300ii) Removal of slips and Snow clearance (upto1.0m. Depth) 5500 3300 5500 3300iii) Repairs to Drains and Reconstruction of Damaged works 2200 2200 2200 2200

Total for Major Repairs 13200 8800 13200 8800

C) Periodical Renewals (P. R.) PC/6 MR/5 PC/5 MR/4i) * SDC / PC & SC / SDC 52250 - 62700 -ii) Metal Renewal - 33440 - 41800

52250 33440 62700 41800

D) Special Repair (S. R.) 4400 4400 4400 44004400 4400 4400 4400

Traffic DensityLess then 450 CVD Over 450 CVD

Final Labour Productivity Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh July 2007 21

ANNEXURE - V

S.No. Description

BT WBM BT WBM

Traffic DensityLess then 450 CVD Over 450 CVD

E) Flood Damages for Breaches and Washing away of Bridges @ 12.50% of 12913 8731 14197 9776

GRAND TOTAL (A+B+C+D+E) 133813 91776 145374 101181SAY 134000 92000 145000 101000

Note: * SD - Surface DressingPC& SC - Premix Carpet with Seal Coat SDC - Semi Dense Carpet

Notes: 1This Norms are for Hill Road filling areas having rainfall Between 1500 - 3000 MM/ANNUM

2

"Provision for major reapairs as per (B) above may be reduced by 15%for raods in areas having rainfall less than 1500 MM. No reduction will bemade for roads in high altitude areas even if the rain fall is less than1500MM.

3 For Two Lane Road and Intermediate Lane Roads, the above rates of Single Lane should be multiplied by 1.6 & 1.3 respectively.


ANNEXURE - VI

District Wise Trends Achievements in Respect of Renewal Coat

S.No. Name of District 2003 -04 2004 -05 2005 -06 2006 -07 upto 9.9.2006

S/L I/L D/L Total S/L I/L D/L Total S/L I/L D/L Total S/L I/L D/L Total

1 2 3 4 5 6 7 8 9 10 11 12 13 14

1 BILASPUR 20.260 0.000 2.500 22.760 23.350 1.000 0.000 24.350 34.445 0.000 0.885 35.330 39.600 0.000 1.400 41.000

2 CHAMBA 28.810 0.000 1.500 30.310 65.540 4.000 0.500 70.040 60.520 0.000 1.000 61.520 47.545 0.000 0.000 47.545

3 HAMIRPUR 8.600 0.000 0.000 8.600 11.490 0.000 0.000 11.490 45.482 4.687 0.000 50.169 100.526 0.000 0.000 100.526

4 KANGRA 110.019 13.050 0.000 123.069 268.210 4.395 7.920 280.525 196.432 5.000 11.700 213.132 270.135 0.000 16.54 286.675

5 KINNAUR 18.648 0.000 0.000 18.648 10.088 0.000 0.000 10.088 10.300 0.000 0.000 10.300 15.700 0.000 0.000 15.700

6 KULLU 9.000 1.800 0.000 10.800 51.700 13.000 0.000 64.700 39.425 3.945 0.000 43.370 30.120 0.000 0.000 30.120

7 LAHUL & SPITI 4.520 0.000 0.000 4.520 15.020 0.000 0.000 15.020 13.300 0.000 0.000 13.300 13.000 0.000 0.000 13.000

8 MANDI 37.580 0.000 0.000 37.580 41.260 0.250 0.000 41.510 62.940 0.000 0.000 62.940 107.120 0.500 0.000 107.620

9 SHIMLA 53.070 5.050 0.000 58.120 58.375 5.200 0.000 63.575 65.267 1.705 0.000 66.972 112.688 1.000 2.657 116.345

10 SIRMOUR 31.980 0.000 0.000 31.980 53.276 11.172 8.393 72.841 42.560 14.500 0.000 57.060 61.650 8.000 0.000 69.650

11 SOLAN 91.075 0.000 0.000 91.075 102.370 2.350 3.500 108.220 62.175 0.000 5.000 67.175 74.220 2.000 0.500 76.720

12 UNA 49.418 0.000 5.379 54.797 62.795 0.000 3.000 65.795 89.119 0.000 3.000 92.119 93.369 7.200 3.375 103.944

TOTAL 462.980 19.900 9.379 492.259 763.474 41.367 23.313 828.154 721.965 29.837 21.585 773.387 965.673 18.700 24.472 1008.845


ANNEXURE - VII

Division and Circle Wise Estimates of Labour Engaged in Building Maintenance and Road MaintenanceS.No. Name of Division Regular WC to Reg Daily Wage Total Bldg Lab Road Lab

Nos.A SOUTH ZONE

3rd Circle Solan

1 Solan Division 598 14 23 635 80 5552 Kasauli Division 452 0 47 499 15 4843 Arki Division 685 2 53 740 88 6524 Nalagarh Division 497 6 25 528 38 490

Total 2232 22 148 2402 221 2181

4th Circle Shimla

1 Shimla Div No.I 348 3 158 509 24 4852 Shimla Div No.II 551 29 80 660 180 4803 shimla Div No. III 343 4 114 461 438 234 Theog Division 709 19 105 833 13 820

Total 1951 55 457 2463 655 1808

11th Circle Rampur

1 Rampur Division 778 5 212 995 83 9122 Kumarsain Division 724 23 157 904 50 8543 Nirmand Division 611 26 93 730 4 7264 Karcham Division 257 29 135 421 14 4075 Kalpa Division 351 173 76 600 5 5956 Kaza Division 175 18 241 434 133 3017 Mech Div Rampur 120 3 18 141 2 139

Total 3016 277 932 4225 291 3934

12th Circle Nahan

1 Nahan Division 485 9 47 541 46 4952 Rajgarh Division 594 1 42 637 65 5723 Paonta Division 439 3 70 512 50 4624 Shillai Division 614 0 81 695 60 6355 Sangrah Division 442 2 67 511 2 509

Total 2574 15 307 2896 223 2673


July 2007 32

ANNEXURE - VII

S.No. Name of Division Regular WC to Reg Daily Wage Total Bldg Lab Road LabNos.

14th Circle Rohru

1 Jubbal Division 399 1 280 680 29 6512 Chopal Division 425 3 141 569 13 5563 Rohru Division 311 6 11 328 44 2844 Dodra Kwaar Division 47 1 21 69 2 675 Mech Div Rohru 32 10 11 53 0 53

Total 1214 21 464 1699 88 1611

National Highway Circle Shimla

1 N.H.Division Solan 94 0 0 94 0 942 N.H.Division Rampur 187 14 135 336 5 331

Total 281 14 135 430 5 425

N.H.Cicle Shahpur

1 N.H.Div Jogindernagar 247 70 99 416 13 4032 N.H.Div Pandoh 234 6 87 327 1 3263 N.H.Division Hamirpur 165 37 10 212 4 208

Total 646 113 196 955 18 937

Mech Circle Dhalli

1 Mech Divn Dhalli 118 5 3 126 44 822 Mech Divn Bilaspur 123 9 29 161 0 161

Total 241 14 32 287 44 243

Electrical Circle Shimla

1 Elect Div. I Shimla 122 3 4 129 129 02 Elect Div. II Shimla 104 23 14 141 141 03 Elect Div. Una 98 0 1 99 99 04 Elect Div Mandi 118 1 21 140 140 05 Elect Div Palampur 123 0 3 126 126 0

Total 565 27 43 635 635 0

Total South Zone 12720 558 2714 15992 2180 13812


July 2007 33

ANNEXURE - VII


B CENTRAL ZONE

1st Circle Mandi

1 Mandi Division No.I 1007 10 252 1269 12 12572 Mandi Division No.II 669 56 193 918 264 6543 Sundernagar Division 931 46 86 1063 74 9894 Sarkaghat Division 357 17 434 808 20 7885 Karsog Division 460 7 33 500 4 4966 Jogindernagar Division 410 104 742 1256 86 11707 Dharampur Division 235 55 849 1139 134 1005

Total 4069 295 2589 6953 594 6359

8th Circle Hamirpur

1 Hamirpur Division 395 89 29 513 30 4832 Badsar Division 440 7 45 492 9 4833 Tauni Devi Division 256 44 234 534 4 530

Total 1091 140 308 1539 43 1496

10th Circle Bilaspur

1 Bilaspur Division-I 223 216 98 537 21 5162 Bilaspur Division-II 899 0 58 957 6 9513 GhumarwinDivision 485 2 127 614 40 574

Total 1607 218 283 2108 67 2041

6th Circle Kullu

1 Kullu Division-I 792 13 240 1045 182 8632 Kullu Division-II 472 6 423 901 119 7823 Chanab Valley Division, Udaipur 114 1 74 189 16 1734 Mech Div Shamshi 175 9 11 195 0 195

Total 1553 29 748 2330 317 2013

Total Central Zone 8320 682 3928 12930 1021 11909


July 2007 34

ANNEXURE - VII


C NORTH ZONE

5th Circle Palampur

1 Dharamshala Division 702 25 40 767 205 5622 Palampur Division 892 51 133 1076 58 10183 Baijnath Division 726 16 120 862 43 8194 Kangra Division 620 0 18 638 2 6365 Mech Div Dharamshala 69 0 0 69 0 69

Total 3009 92 311 3412 308 3104

7th Circle Dalhousie

1 Dalhousie Division 875 6 149 1030 130 9002 Chamba Division 1545 0 423 1968 95 18733 Salooni Division 675 4 121 800 12 7884 Bharmour Division 372 467 611 1450 116 13345 Killar Division 194 123 4 321 23 298

Total 3661 600 1308 5569 376 5193

9th Circle Nurpur

1 Nurpur Division 755 5 56 816 16 8002 Fatehpur Division 481 24 58 563 12 5513 Jawali Division 340 48 24 412 0 4124 Dehra Division 527 5 22 554 13 541

Total 2103 82 160 2345 41 2304

15th Circle Una

1 Una Division 392 10 36 438 56 3822 Bangone Division 225 1 17 243 2 2413 Bharwain Division 368 0 1 369 30 339

Total 985 11 54 1050 88 962

Total North Zone 9758 785 1833 12376 813 11563

Grand Total 30798 2025 8475 41298 4014 37284


July 2007 35

ANNEXURE - VII


1 Total South Zone 12720 558 2714 15992 2180 13812

2 Total Central Zone 8320 682 3928 12930 1021 11909

3 Total North Zone 9758 785 1833 12376 813 11563

4 Grand Total 30798 2025 8475 41298 4014 37284


July 2007 36

ANNEXURE -VII (A)

Bifurcation of Division & Circle Wise labour by Supervisory, Ministerial, Electrical & Mechanical

Name of Division Civil Road Maintenance

Civil Bldg Maintenance

Mech.Div Electrical Div Supervisory Staff

Ministerail Staff Total

South-ZoneSolan-CircleSolan 492 81 11 1 15 35 635Sasauli 474 21 2 0 0 2 499Arki 606 86 7 0 14 27 740Nalagarh 450 36 9 0 10 23 528Circle Total 2022 224 29 1 39 87 2402

Shimla-CircleShimla Div No -i 437 29 3 0 10 30 509Shimla Div No. ii 401 183 12 0 14 50 660Shimla Div No. iii 20 371 2 0 12 56 461Theog 777 14 4 0 12 26 833Circle Total 1635 597 21 0 48 162 2463

Rampur-CircleRampur 811 107 5 0 20 52 995Kumarsain 814 54 12 0 8 16 904Nirmand 700 11 1 0 10 8 730Karcham 390 16 1 1 8 5 421Kalpa 544 15 7 0 12 22 600Kaza Div. 253 133 13 0 10 25 434Mech Div Rampur 0 0 118 0 17 6 141Circle Total 3512 336 157 1 85 134 4225

Nahan-CircleNahan 452 48 8 0 11 22 541Rajgarh 552 68 1 0 7 9 637Paonta 443 56 5 0 3 5 512Shillai 604 47 4 1 16 23 695Sangrah 466 5 0 0 13 27 511Circle Total 2517 224 18 1 50 86 2896

Final Labour Productivity Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Prades

July 2007 37

ANNEXURE -VII (A)





Rohru-CircleJubbal 608 30 7 0 11 24 680Chopal 544 16 0 0 5 4 569Rohru 261 38 0 0 12 17 328Dodra Kwaar 55 3 0 0 4 7 69Mech Div Rohru 0 0 47 0 6 0 53Circle Total 1468 87 54 0 38 52 1699

N.H.C. Shimla-CircleN.H. Div Solan 94 0 0 0 0 0 94N.H. Div Rampur 299 9 0 0 0 28 336Circle Total 393 9 0 0 0 28 430

Shahpur-CircleN.H. Div Joginder Nagar 360 13 0 0 15 28 416N.H. Div Pandoh 321 1 2 0 0 3 327N.H. Div Hamirpur 186 3 1 0 13 7 210Circle Total 867 17 3 0 28 38 953

Dhalli-CircleMech Div Dhalli 0 0 117 0 0 9 126Mech Div Bilaspur 0 0 157 0 1 3 161Circle Total 0 0 274 0 1 12 287

E.C. Shimla-Circle 0 0 0 0 0 0 0Elect Div i Shimla 0 0 0 118 11 0 129Elect Div ii Shimla 0 0 0 113 6 22 141Elect Div Una 0 0 0 89 10 0 99Elect Div Mandi 0 0 0 113 14 13 140Elect Div Palam Pur 0 0 0 101 13 12 126Circle Total 0 0 0 534 54 47 635

Zone Total 12414 1494 556 537 343 646 15990


July 2007 38

ANNEXURE -VII (A)





Central-ZoneMandi-CircleMandi Div No .i 1211 19 5 0 13 21 1269Mandi Div No ii 647 263 4 0 2 2 918Sundernagar Div 951 57 3 0 16 36 1063Sarkaghat Div 742 29 10 0 8 19 808Karsog 489 9 2 0 0 0 500Jogindernagar Div 1155 76 5 0 5 15 1256Dharampur 979 139 9 0 5 7 1139Circle Total 6174 592 38 0 49 100 6953

Kullu-CircleKullu Div i 837 178 5 0 7 18 1045Kullu Div ii 766 128 3 0 2 2 901Chenab Valley Div Uda 137 22 9 0 8 13 189Mech Div Shamshi 0 0 175 0 9 11 195Circle Total 1740 328 192 0 26 44 2330

Hamirpur-CircleHamirpur 447 35 6 0 11 14 513Badsar Div 422 21 2 0 11 36 492Tauni Devi Div 498 6 4 0 10 16 534Circle Total 1367 62 12 0 32 66 1539

Bilaspur-CircleBilaspur Div-i 473 42 3 0 11 8 537Bilaspur Div ii 886 8 0 0 20 43 957Ghumarwin Div 558 42 0 0 10 4 614Circle Total 1917 92 3 0 41 55 2108

Zone Total 11198 1074 245 0 148 265 12930


July 2007 39

ANNEXURE -VII (A)





North-ZonePalampur-CircleDharamshala 525 216 4 0 10 12 767Palampur 969 64 13 0 15 15 1076Baijnath 782 49 4 0 13 14 862Kangra 577 12 4 0 14 33 640Mech div dharamshala 0 0 69 0 0 0 69Circle Total 2853 341 94 0 52 74 3414

Dalhousie-CircleDalhousie 874 110 8 0 10 28 1030Chamba 1841 97 7 1 11 11 1968Salooni 752 18 9 0 11 10 800Bharmour 1311 119 19 0 0 1 1450Killar 256 34 5 1 12 13 321Circle Total 5034 378 48 2 44 63 5569

Nurpur-CircleNurpur 761 21 2 0 20 12 816Fatehpur 504 18 1 0 14 26 563Jawali 380 4 2 0 11 15 412Dehra 490 24 12 0 0 28 554Circle Total 2135 67 17 0 45 81 2345

Una-CircleUna Div 341 55 1 0 8 33 438Bangone 218 3 0 0 8 14 243Bharwain 315 5 0 0 17 32 369Circle Total 874 63 1 0 33 79 1050

Zone Total 10896 849 160 2 174 297 12378

Total 34508 3417 961 539 665 1208 41298


July 2007 40

ANNEXURE - VIII

Division /Circle Wise Road Lengths of BT and WBM /Kaccha Road

BT road WBM/kaccha Total RoadKm Kms Kms

A SOUTH ZONE

3rd Circle Solan

1 Solan Division 151 197 3482 Kasauli Division 296 332 6283 Arki Division 230 301 5324 Nalagarh Division 267 292 558

Total 944 1121 2066

4th Circle Shimla

1 Shimla Div No.I 190 123 3122 Shimla Div No.II 45 98 1423 shimla Div No. III 21 0 214 Theog Division 125 424 549

Total 380 644 1024

11th Circle Rampur

1 Rampur Division 318 379 6982 Kumarsain Division 378 196 5743 Nirmand Division 202 258 4604 Karcham Division 166 94 2605 Kalpa Division 220 137 3566 Kaza Division 335 309 6447 Mech Div Rampur 0 0 0

Total 1619 1372 2992

12th Circle Nahan

1 Nahan Division 318 379 6982 Rajgarh Division 341 318 6593 Paonta Division 220 127 3474 Shillai Division 138 245 3835 Sangrah Division 109 315 424

Total 1126 1384 2510

14th Circle Rohru

1 Jubbal Division 179 411 5902 Chopal Division 98 321 4193 Rohru Division 185 274 4594 Dodra Kwaar Division 0 28 285 Mech Div Rohru 0

Total 462 1034 1496

S.No. Name of Division

Fianl Labour Productivity Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Pradesh

July 2007 41

ANNEXURE - VIII




1 N.H.Division Solan 288 0 2882 N.H.Division Rampur 168 0 168

Total 456 0 456

N.H.Cicle Shahpur

1 N.H.Div Jogindernagar 207 0 2072 N.H.Div Pandoh 228 0 2283 N.H.Division Hamirpur 344 0 344

Total 779 0 779

Mech Circle Dhalli

1 Mech Divn Dhalli2 Mech Divn Bilaspur

Total 0 0 0


1 Elect Div. I Shimla2 Elect Div. II Shimla3 Elect Div. Una4 Elect Div Mandi5 Elect Div Palampur

Total 0 0 0

Total South Zone 5766 5556 11322


July 2007 42

ANNEXURE - VIII



B CENTRAL ZONE

1st Circle Mandi

1 Mandi Division No.I 194 380 5742 Mandi Division No.II 318 236 5533 Sundernagar Division 356 359 7154 Sarkaghat Division 166 282 4485 Karsog Division 304 247 5516 Jogindernagar Division 154 166 3207 Dharampur Division 140 272 412

Total 1631 1941 3573

8th Circle Hamirpur

1 Hamirpur Division 304 93 3982 Badsar Division 587 199 7863 Tauni Devi Division 216 97 313

Total 1107 390 1497


1 Bilaspur Division-I 105 31 1362 Bilaspur Division-II 212 128 3403 GhumarwinDivision 437 259 696

Total 754 418 1172

6th Circle Kullu

1 Kullu Division-I 215 146 3612 Kullu Division-II 186 98 2843 Chanab Valley Division, Udai 115 314 4294 Mech Div Shamshi

Total 516 558 1074

Total Central Zone 4009 3308 7316


July 2007 43

ANNEXURE - VIII



C NORTH ZONE

5th Circle Palampur

1 Dharamshala Division 319 86 4052 Palampur Division 480 280 7603 Baijnath Division 466 193 6604 Kangra Division 365 157 5225 Mech Div Dharamshala 0

Total 1631 716 2347


1 Dalhousie Division 354 144 4972 Chamba Division 317 169 4863 Salooni Division 246 152 3984 Bharmour Division 87 117 2045 Killar Division 3 39 42

Total 1008 621 1628

9th Circle Nurpur

1 Nurpur Division 287 87 3742 Fatehpur Division 381 192 5733 Jawali Division 272 111 3844 Dehra Division 576 310 886

Total 1517 700 2216

15th Circle Una

1 Una Division 484 13 4972 Bangone Division 268 105 3733 Bharwain Division 436 141 577

Total 1188 259 1447

Total North Zone 5343 2295 7638

Grand Total 15118 11159 26277

1 Total South Zone 5766 5556 113222 Total Central Zone 4009 3308 73163 Total North Zone 5343 2295 7638

Total of all zones 15118 11159 26277


July 2007 44

ANNEXURE -IX

Division Wise & Circle Wise Labour Productivity

S.No. Name of Division/Circle BT Road WBM/kaccha Total Road Total Road LabouProductivityKm Kms Kms Nos. Lab/Km

A SOUTH ZONE

3rd Circle Solan

1 Solan Division 151 197 348 492 1.412 Kasauli Division 296 332 628 474 0.753 Arki Division 230 301 532 606 1.144 Nalagarh Division 267 292 558 450 0.81

Total 944 1121 2066 2022 0.98

4th Circle Shimla

1 Shimla Div No.I 190 123 312 437 1.402 Shimla Div No.II 45 98 142 401 2.823 shimla Div No. III 21 0 21 20 0.974 Theog Division 125 424 549 777 1.42

Total 380 644 1024 1635 1.60

11th Circle Rampur

1 Rampur Division 318 379 698 811 1.162 Kumarsain Division 378 196 574 814 1.423 Nirmand Division 202 258 460 700 1.524 Karcham Division 166 94 260 390 1.505 Kalpa Division 220 137 356 544 1.536 Kaza Division 335 309 644 253 0.397 Mech Div Rampur 0 0 0 0 0.00

Total 1619 1372 2992 3512 1.17

12th Circle Nahan

1 Nahan Division 318 379 698 452 0.652 Rajgarh Division 341 318 659 552 0.843 Paonta Division 220 127 347 443 1.284 Shillai Division 138 245 383 604 1.585 Sangrah Division 109 315 424 466 1.10

Total 1126 1384 2510 2517 1.00

14th Circle Rohru

1 Jubbal Division 179 411 590 608 1.032 Chopal Division 98 321 419 544 1.303 Rohru Division 185 274 459 261 0.574 Dodra Kwaar Division 0 28 28 55 1.945 Mech Div Rohru 0 0 0.00

Total 462 1034 1496 1468 0.98

Final Labour Productivity Report on ‘Study of the Productivity of Force Account Staff in the Public Works Department of Himachal Prades July 2007 45

ANNEXURE -IX



1 N.H.Division Solan 288 0 288 94 0.332 N.H.Division Rampur 168 0 168 299 1.78

Total 456 0 456 393 0.86

N.H.Cicle Shahpur

1 N.H.Div Jogindernagar 207 0 207 360 1.742 N.H.Div Pandoh 228 0 228 321 1.413 N.H.Division Hamirpur 344 0 344 186 0.54

Total 779 0 779 867 1.11

Mech Circle Dhalli

1 Mech Divn Dhalli 0.00 0.00 0.00 0.00 0.002 Mech Divn Bilaspur 0.00 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00 0.00


1 Elect Div. I Shimla 0 0.002 Elect Div. II Shimla 0 0.003 Elect Div. Una 0 0.004 Elect Div Mandi 0 0.005 Elect Div Palampur 0 0.00

Total 0 0 0 0 0.00

Total South Zone 5766 5556 11322 12414 1.10


ANNEXURE -IX


B CENTRAL ZONE

1st Circle Mandi

1 Mandi Division No.I 194 380 574 1211 2.112 Mandi Division No.II 318 236 553 647 1.173 Sundernagar Division 356 359 715 951 1.334 Sarkaghat Division 166 282 448 742 1.665 Karsog Division 304 247 551 489 0.896 Jogindernagar Division 154 166 320 1155 3.617 Dharampur Division 140 272 412 979 2.38

Total 1631 1941 3573 6174 1.73

8th Circle Hamirpur

1 Hamirpur Division 304 93 398 447 1.122 Badsar Division 587 199 786 422 0.543 Tauni Devi Division 216 97 313 498 1.59

Total 1107 390 1497 1367 0.91


1 Bilaspur Division-I 105 31 136 473 3.472 Bilaspur Division-II 212 128 340 886 2.613 GhumarwinDivision 437 259 696 558 0.80

Total 754 418 1172 1917 1.64

6th Circle Kullu

1 Kullu Division-I 215 146 361 837 2.322 Kullu Division-II 186 98 284 766 2.703 Chanab Valley Division, Udaip 115 314 429 137 0.324 Mech Div Shamshi 0 0.00

Total 516 558 1074 1740 1.62

Total Central Zone 5196 3567 7316 11198 1.53


ANNEXURE -IX


C NORTH ZONE

5th Circle Palampur

1 Dharamshala Division 319 86 405 525 1.302 Palampur Division 480 280 760 969 1.283 Baijnath Division 466 193 660 782 1.194 Kangra Division 365 157 522 577 1.115 Mech Div Dharamshala 0 0 0.00

Total 1631 716 2347 2853 1.22


1 Dalhousie Division 354 144 497 874 1.762 Chamba Division 317 169 486 1841 3.783 Salooni Division 246 152 398 752 1.894 Bharmour Division 87 117 204 1311 6.435 Killar Division 3 39 42 256 6.10

Total 1008 621 1628 5034 3.09

9th Circle Nurpur

1 Nurpur Division 287 87 374 761 2.032 Fatehpur Division 381 192 573 504 0.883 Jawali Division 272 111 384 380 0.994 Dehra Division 576 310 886 490 0.55

Total 1517 700 2216 2135 0.96

15th Circle Una

1 Una Division 484 13 497 341 0.692 Bangone Division 268 105 373 218 0.583 Bharwain Division 436 141 577 315 0.55

Total 1188 259 1447 874 0.60

Total North Zone 5343 2295 7638 10896 1.43

Grand Total 16305 11419 26277 34508 1.31


ANNEXURE -IX


1 Total South Zone 5766 5556 11322 12414 1.102 Total Central Zone 5196 3567 7316 11198 1.533 Total North Zone 5343 2295 7638 10896 1.43

4 Grand Total 16305 11419 26277 34508 1.31

A. Adjustment for DL & IL road 1296 1296

Adjusted Grand Total 17601 11419 27573 34508 1.25

Notes:1 Conversion factor for 1229 KmDouble Lane Roads to Single Lane roads at 1.62 Conversion factor for 67 Kms Intermediate Lane Roads to Single Lane roads at 1.33 Adjustment for ministerial, supervisory staff and workshop staff which are not directly employed

on road maintenance has already been made in the calcualtion of road labour

3.a Ministerial staff included in the labour inventory 11753.b Supervisory staff included in the labour inventory 6493.c Electrical Labour included in the inventory 5393.d Mechanical workshop staff included in the inventory 961

Total non road maintenance staff included in the labour inventory 3324


ANNEXURE - X

r

g g

a

r

Section Wise Labour DeploymentSl.No Name of

DivisionSub Division Section JE W.Inspector Mates Beldar Masons Blacksmith Carpenter Operater Asst.Operat

orDriver Helper Cleaner Bull

DozerRoad roller

Store Clerk

Mali Chowkidar

Sweeper Patwari Receptionist

Surveyor

Stone Breaker

Painter Fitter St Oversear

Total

1 Arki Arki Arki-I 1 2 2 67 3 1 2 1 2 5 3 2 2 1 94

2 Shimla-I Shimla-I KCS 3 4 47 1 4 1 60

3 Karcham Ponda Nirchar/Ponda 2 33 1 1 4 3 1 4 1 1 1 1 53

4 Rampur Nirmand Nirmand 1 2 2 32 2 1 2 1 43

5 Shillai Shillai Shillai 1 1 1 45 1 1 50

6 Jubbal Kolkhai Kolkhai 1 32 1 1 A/C 1 1 1 1 1 1 40

Total 4 8 11 256 8 3 4 1 2 14 4 6 1 1 2 0 8 2 1 0 1 0 1 1 1 340

Average 0.67 1.33 1.83 42.67 1.33 0.50 0.67 0.17 0.33 2.33 0.67 1.00 0.17 0.17 0.33 0.00 1.33 0.33 0.17 0.00 0.17 0.00 0.17 0.17 0.17 56.67

7 Mandi-I Dharampur Dharampu 1 5 5 100 5 2 1 1 120

8 Surendrana Surendrana Jaidevi 1 4 4 53 1 2 1 66

9 Hamirpur Badsar Badsar-I 1 2 2 21 26

10 Kullu-I Bhuntar Bajaura,Bh 1 2 3 38 2 1 1 1 1 50

11 Una Bharwain Bharwain 1 2 2 24 1 1 1 1 1 34

Total 5 15 16 236 9 3 1 0 0 0 2 2 0 0 0 1 3 1 0 0 1 1 296

Average 1 3 3.2 47.2 1.8 0.6 0.2 0 0 0 0.4 0.4 0 0 0 0.2 0.6 0.2 0 0 0.2 0.2 59.2

12 Palampur Kangra Dharmasal 1 5 3 44 3 2 1 59

13 Kangra Kangra Ranital 1 1 2 26 1 1 32

14 Dalhousie Siuntha Thulal 1 1 3 39 3 47

15 Nurpur Nurpur Nurpur 1 3 36 1 2 1 44

Total 3 8 11 145 8 1 0 0 0 2 0 0 0 0 0 0 3 0 0 1 0 0 182

Average 0.75 2 2.75 36.25 2 0.25 0 0 0 0.5 0 0 0 0 0 0 0.75 0 0 0.25 0 0 45.5

All Total 12 31 38 637 25 7 5 1 2 16 6 8 1 1 2 1 14 3 1 1 2 1 1 1 1 818

Average(All) 0.80 2.07 2.53 42.47 1.67 0.47 0.33 0.07 0.13 1.07 0.40 0.53 0.07 0.07 0.13 0.07 0.93 0.20 0.07 0.07 0.13 0.07 0.07 0.07 0.07 54.53

16 NH Solan Di Nalagarh Nalagarh 1 4 40 2 47

17 NH Sahapu Samirpur Samirpur-I 3 34 1 38

18 NH Shimla Rampur Kingal 1 1 21 23

Total 5 1 4 95 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 108

Average 1.67 0.33 1.33 31.67 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36


ANNEXURE - XI

Section Wise Extent of Slips,Breakdowns and Patch Works and Crack Sealing Work

S.No. Name of Division Name of Sub-DivisName of section Kms Pucca Kms Kaccha Total Kms Patch Work Patch work Slips Slips Slips SlipsSqm sqm/Km Nos Cum Nos/Km Cum/Km

A SOUTH ZONE

3rd Circle Solan1 Arki Division Arki Arki-I 23 25 48 5350 238 235 4700 5 99

4th Circle Shimla2 Shimla Div No.I Shimla Div No.I Kalka Shimla Cart ro 8 -- 8 40 400 5 53

11th Circle Rampur3 Karcham Division Ponda Nirchar/Ponda 21 2 23 2555 121 7 520 0 234 Rampur Nirmand Nirmand 20 12 32 4130 207 40 400 13

12th Circle Nahan5 Shillai Division Shillai Shillai 5 3 8 0 0 50 500 6 65

14th Circle Rohru6 Jubbal Kolkhai Kolkhai 6 30 36 650 108 114 2000 3 56

Total 82 71 153 12685 673 486 8520 20 308Average 14 12 26 2537 135 81 1420 3 51

B CENTRAL ZONE

1st Circle Mandi7 Mandi Division No.I Dharampur Dharampur 11 28 39 1850 163 178 1780 5 458 Surendranagar Surendranagar Jaidevi 27 44 72 3400 124 268 2680 4 37

8th Circle Hamirpur9 Hamirpur Division Badsar Badsar Sec-I 41 -- 41 13170 321 60 600 1 15

6th Circle Kullu10 Kullu Division-I Bhuntar Bajaura 10 13 23 1500 149 28 280 1 12

15th Circle Una11 Una Division Bharwain Bharwain 19 3 22 3890 204 65 650 3 29

Total 109 88 197 23810 961 599 5990 14 139Average 22 18 39 4762 192 120 1198 3 28


ANNEXURE - XI

S.No. Name of Division Name of Sub-DivisName of section Kms Pucca Kms Kaccha Total Kms Patch Work Patch work Slips Slips Slips Slips

C NORTH ZONE

5th Circle Palampur12 Palampur Division Kangra Dharmasala 24 8 32 9500 389 50 500 2 1513 Kangra Kangra Ranital 50 70 120 16 0 12 120 0 1

7th Circle Dalhousie14 Dalhousie Siuntha Thulal 26 3 29 0 0 52 520 2 18

9th Circle Nurpur15 Nurpur Division Nurpur Nurpur 21 3 24 264 13 50 500 2 0

Total 121 84 205 9780 402 164 1640 6 35Average 30 21 51 2445 101 41 410 1 9

All Total 312 243 555 46275 2036 1249 16150 40 481Average(All) 21 16 37 3085 136 83 1077 3 32

D NH Division16 NH Solan Division Nalagarh Nalagarh 49 49 0 0 0 0 0 017 N.H.Division Shahpur Samirpur Samirpur Sec-I 83 -- 83 3740 45 50 500 1 618 N.H.Circle Shimla Rampur Kingal 44 44 7250 165 107 1070 2 24

Total 176 176 10990 210 157 1570 3 30Average 59 59 3663 70 52 523 1 10


ANNEXURE - XII

Section Wise Labour Productivity

S.No. Name of Division Name of Sub-

Division

Name of section Kms

Pucca

Kms

Kaccha

Total

Kms

Labour

Reg

Labour

DW

Total

Labour

Labour

Productivity

HP Producitiy Norm

Labour

reqd

Excess

Labour

% Excess

LabourA SOUTH ZONE

3rd Circle Solan1 Arki Division Arki Arki-I 23 25 48 83 8 91 1.9 0.65 31 60 66

4th Circle Shimla

2 Shimla Div No.I Shimla Div No.IKSC Road Section 8 8 23 37 60 8.0 0.65 5 55 92

11th Circle Rampur3 Karcham Division Ponda Nirchar/Ponda 21 2 23 44 9 53 2.3 0.65 15 38 724 Rampur Nirmand Nirmand 20 12 32 34 9 43 1.3 0.65 21 22 52

12th Circle Nahan5 Shillai Division Shillai Shillai 5 3 8 50 50 6.5 0.65 5 45 90

14th Circle Rohru6 Jubbal Kolkhai Kolkhai 6 30 36 20 21 41 1.1 0.65 23 18 43

Average 14 12 26 42 14 56 2.2 0.65 17 40 71

B CENTRAL ZONE

1st Circle Mandi7 Mandi Division No.I Dharampur Dharampur 11 28 39 36 87 123 3.1 0.65 26 97 798 Surendranagar Surendranagar Jaidevi 27 44 72 62 4 66 0.9 0.65 47 19 29

8th Circle Hamirpur9 Hamirpur Division Badsar Badsar Sec-I 41 41 26 26 0.6 0.65 27 -1 -3

6th Circle Kullu10 Kullu Division-I Bhuntar Bajaura 10 13 23 37 14 51 2.2 0.65 15 36 70

15th Circle Una11 Una Division Bharwain Bharwain 19 3 22 33 1 34 1.5 0.65 14 20 58

Average 22 18 39 39 21 60.00 1.5 0.65 26 34 57

C NORTH ZONE

5th Circle Palampur12 Palampur Division Kangra Dharmasala 24 8 32 34 25 59 1.8 0.65 21 38 6413 Kangra Kangra Ranital 50 10 60 30 1 31 0.5 0.65 39 -8 -26

7th Circle Dalhousie14 Dalhousie Siuntha Thulal 26 3 29 45 2 47 1.7 0.65 19 26 59

9th Circle Nurpur15 Nurpur Division Nurpur Nurpur 21 3 24 44 0 44 1.8 0.65 16 28 65

Average 30 6 36 38 7 45 1.25 0.65 24 21 47

Average(All) 21 12 33 40 15 55 1.65 0.65 21 33 60

D NH Division16 NH Solan Division Nalagarh Nalagarh 49 49 48 1 49 1.0 0.65 32 17 3517 N.H.Division Shahpur Samirpur 83 83 23 38 61 0.7 0.65 54 7 1118 N.H.Circle Shimla Rampur Kingal 44 44 13 10 23 0.5 0.65 29 -6 -24


ANNEXURE - XII

Average 59 0 59 28 16 44 0.8 0.65 38 6 14


l -

e

n

e

d

OANNEXURE - XIII Circle Wise List of Machinery

S.N

o.

Nam

e of

Circ

le

Bul

ldoz

er

Ex-c

um-L

oado

r

Air

Com

pres

sor

Roa

d R

olla

r

Tipp

er

Truc

k

LCV/

MC

V

Show

el

Fron

d En

d Lo

a

Ston

e C

rush

or

Hot

Mix

Pla

nd

Trac

tor

Pave

r Fin

isho

r

Rem

arks

A B A B A B A B A B A B A B A B A B A B A B A B A B

SOU

TH Z

ON

E

1 2 4 5 6 7 8 9 10 11 12 13 14 15 16 171 3rd Circle 7 1 8 1 12 1 11 - 9 - 4 1 4 - 1 - - - - - 1 - - - - -2 4th Circle 7 2 4 1 14 - 9 1 9 1 7 - 2 - - - 2 - - - - - - - - -3 11th Circle 14 4 14 - 55 22 29 2 20 3 16 4 11 - - - - - 1 2 4 1 - - - -4 12th Circle 5 2 9 - 8 2 13 - 10 1 6 3 5 1 - - 2 - - - 1 - - 1 - -5 14th Circle 11 2 8 - 17 4 8 2 7 - 8 - 3 - - - - - - - - - - - - - Mini.Ex.016 Mech. Circ - - - - - - - - - - 1 - 6 - - - - - - - - - - - -

44 11 43 2 106 29 70 5 55 5 42 8 31 1 1 0 4 0 1 2 6 1 0 1 0 0 Mini.Ex.01

CEN

TRA

L 7 1st Circle 13 6 19 1 36 10 28 2 20 2 7 2 6 - - - - 1 - - 2 1 2 1 1 -8 6th Circle 11 3 5 1 18 5 16 2 6 - 10 1 6 - 1 - - 1 - 1 - - - 1 - -9 8th Circle 9 - 9 - 11 2 12 - 7 - 6 - 4 - - - - - - - 1 - - - - -

10 10th Circle 3 2 6 1 8 3 13 - 8 - 6 1 2 - - - 1 - - - 1 1 3 - 1 -36 11 39 3 73 20 69 4 41 2 29 4 18 0 1 0 1 2 0 1 4 2 5 2 2 0

NO

RTH

Z 11 5th Circle 12 - 16 - 18 - 25 - 14 - 13 - 5 - - - 2 - - - 2 - 4 - - -12 7th Circle 14 1 13 - 79 6 24 - 15 - 14 - - - - - - 1 - - - - - - - - Mini.Ex.0113 9th Circle 5 1 10 - 4 1 20 - 11 - 7 - 4 - - - 3 - - - 1 - 2 - - -14 15th Circle 3 - 7 - 2 - 9 - 8 - 7 - 2 - - - 1 - - - - - - - - -

34 2 46 0 103 7 78 0 48 0 41 0 11 0 0 0 6 1 0 0 3 0 6 0 0 0 Mini.Ex.01

Zone Wise Detail of Machinery Available in Himachal Pradesh -PWD as on 7/02/2007

ZON

E W

ISE

1 South Zon 44 11 43 2 106 29 70 5 55 5 42 8 31 1 1 0 4 0 1 2 6 1 0 1 0 0 Mini.Ex.01

2 Central Zo 36 11 39 3 73 20 69 4 41 2 29 4 18 0 1 0 1 2 0 1 4 2 5 2 2 0

3 North Zon 34 2 46 0 103 7 78 0 48 0 41 0 11 0 0 0 6 1 0 0 3 0 6 0 0 0 Mini.Ex.01

114 24 128 5 282 56 217 9 144 7 112 12 60 1 2 0 11 3 1 3 13 3 11 3 2 0 Mini.Ex.01

A- Working OrderB- Under Process of Condemnation


ANNEXURE - XIVNational Norms for labour requirement per Km of Hill Roads (Single Lane) -GoI

Derived from the Norms of Maintenance Cost per Km developed by Ministry of Surface Transport & Highways, GoI

S.No. Description Assumptions Traffic DensityLess then 450 CVD Over 450 CVD

BT WBM BT WBMA) Ordinary Repairs (OR)

i) Labour - Belder0.3 labourers per Km for general labour requirements 0.30 0.30 0.30 0.30

Mistry - Mate One mistry to supervise a gang of 25 beldars 0.04 0.04 0.04 0.04

ii) Patch Repair (Patch Area)227 sqm for less than 450 CVD and 248 sqm for more than 450 CVD (227m2) - (248m2) -

B.T. Surface Ratio of labour cost to material cost 30:70 0.14 - 0.15 -W.B.M. Surface Ratio of labour cost to material cost 35:65 - 0.07 - 0.07

iii) Arbori Culture Ratio of labour cost to material cost 50:50 0.01 0.01 0.01 0.01iv) Parapet Repairs Ratio of labour cost to material cost 30:70 0.02 0.02 0.02 0.02v) Store House Shed Ratio of labour cost to material cost 35:65 0.01 0.01 0.01 0.01vi) Cross Drainage works, Bridges, Cleaning

of Scuppers, Reconstruction of Walls,Protection Walls Ratio of labour cost to material cost 50:50 0.06 0.06 0.06 0.06

vii) Sign Boards, Km. Stones white wash etc. Ratio of labour cost to material cost 60:40 0.03 0.03 0.03 0.03

viii) Traffic Census Ratio of labour cost to material cost 80:20 0.01 0.01 0.01 0.01Total for Ordinary Repairs 0.61 0.54 0.62 0.54

B) Major Repairs (M. R.)i) Repair to retaining Breast Walls Ratio of labour cost to material cost 30:70 0.03 0.02 0.03 0.02ii) Removal of slips and Snow clearance

(upto1.0m. Depth) Ratio of labour cost to material cost 60:40 0.07 0.04 0.07 0.04iii) Repairs to drains and Reconstruction of

Damaged works Ratio of labour cost to material cost 30:70 0.01 0.01 0.01 0.01Total for Major Repairs 0.12 0.08 0.12 0.08

C) Periodical Renewals (P. R.) PC/6 PC/5 PC/5 PC/4i) SDC / PC & SC / SD Ratio of labour cost to material cost 30:70 0.33 - 0.40 -ii) Metal Renewal Ratio of labour cost to material cost 35:65 - 0.25 - 0.31

Periodical Renewals (P. R.) 0.33 0.25 0.40 0.31

D) Special Repair (S. R.) Ratio of labour cost to material cost 30:70 0.03 0.03 0.03 0.030.03 0.03 0.03 0.03

E) Flood Damages for Breaches andWashing away of Bridges @ 12.50% of(A+C) 0.12 0.10 0.13 0.11Total for Periodic renewal and Major Repairs 0.59 0.45 0.67 0.52

GRAND TOTAL (A+B+C+D+E) 1.20 0.99 1.29 1.06SAY 1.20 1.00 1.30 1.10

* SD-Surface DressingPC & CS-Premix carpet with seal coatSDC-Semi Dense Carpet


ANNEXURE - XV

Norms for Road Maintenance in Hill Roads of Himachal Pradesh, Bases of Calculation and the report of national norms

Labour requirements/KmS.No. Item Assumptions labour as per Labour required Traffic Density

SRS 1999 or est Per annum/KM Less than 450 CVD Over 450 CVDby consultant BT WBM BT WBM

A Ordinary Repairs1 Labor for General work One beldar for 3 Kms,aboriculture 0.3 0.3 0.3 0.3

store, cleaning drains roads etc.2 Mate one mate for 25 Kms 0.04 0.04 0.04 0.043 Parapet Repairs 5 parapets repair/Km; Assu 0.45cum/parapet 4.40 4.40 0.01 0.01 0.01 0.014 Cross Drainage works and Culverts 8 Nos scuppers/Km; 2.45 2.45 0.01 0.01 0.01 0.015 Sign Boards, Km Stones & other paint work Painter 8.60 8.60 0.02 0.02 0.02 0.026 White wash etc. Beldars 2.35 2.35 0.01 0.01 0.01 0.017 Repair to Retaining & Breast walls Mason+Beldars 16.36 16.36 0.04 0.04 0.04 0.04

10 Repairs to drains & reconstruction of 4 persons/100km for full yr 0.04 0.04 0.04 0.04 0.04damaged workTotal for ordinary repairs 0.47 0.47 0.47 0.47

8 Patchwork 0n BT roads 120sqm/km<450CVD,140sqm/km>450 CVD 0.30 35.60 0.10 0.06 0.11 0.07

9 Slips 50 cum per Km 0.76 38.14 0.10 0.10 0.10 0.10

Total including patch work and slip removal Labour reqd per KM 0.68 0.64 0.69 0.65Leave cover for regular labour (33AL+15 CL+10 SL) 0.16 0.16 0.16 0.16Total labour requirement per Km including leave cover 0.83 0.80 0.85 0.81

B Additional allowance only for snow bound Kms

Removal of snow-fresh Rs 3.80/cum; 250 cum/km 0.07 18.63 0.05 0.05 0.05 0.05Removal of snow-solidified Rs 37.30/cum; 80 cum/km 0.73 58.51 0.16 0.16 0.16 0.16



ANNEXURE – XV (A)

Norms Developed for Road Maintenance in Hill Roads of Himachal Pradesh

A) TYPICAL RATE ANALYSIS OF ORDINARY REPAIRS

Labour component for 1 Km. length having 3.75 M. wide Carriage way:

1.1 LABOUR

It shall be one Beldar for 3 Kms. Arboriculture, Store Cleaning Drawings Roads etc. 0.3

1.2 MATE It shall be one Mate for 25 Kms. 0.04

1.3 PARAPET REPAIR Assuming repair of 5 Parapets / Km. and assuming 0.45 cum/Parapet

5 * 0.45* 99.70

= 0.012 = 0.01 51*365

1.4 CROSS DRAINAGE WORKS AND CULVERTS Assuming repair 8 Nos. Scuppers / Km. and cost of Repair / Scupper @ 125.00



125

= 0.007 = 0.01 51*365

1.5 SIGN BOARDS, KM. STONES & OTHER PAINT WORK Assuming 60% Labour Components:

i) Repairing of Sign & Contain Boards 6 Nos. @ Rs.50 = 300.00 ii) H.M. Stone 4 Nos. @

Rs.10 = 40.00 iii) Km. Stone 1 Nos. @

Rs.50 = 50.00 iv) Numbering Scuppers 10 * 4 = 40 Nos. @ Rs. 8 = 320.00 v) Repair of Bridge & Culvert railing Lump Sump = 100.00

= 810.00

810 * 0.60 Labour Components = 0.0236 = 0.002

56.50 * 365



1.6 WHITE WASH ETC. Assuming 60% Labour Components: White Washing of Road side drawing edge store parapets and Hill sides, 2 times a year with other miscellaneous maintains Lump Sump = Rs.200.00

200 * 0.60

Labour Components = 0.006 = 0.01 51 * 365

1.7 REPAIR TO RETAINING AND BREAST WALL (MASSION & BELDARS) Assuming 30% Labour components & assuming cost Rs.3000/ Km. on the basis of experience.

0.30 * 3000


1.8 PATCH WORK ON B.T. ROADS & W.B.M. SURFACE a) – i) Assuming 120 Sq. M. / Km. for < 450 C.V.D.


51 * 365

ii) Assuming 60% Labour for W.B.M.

Labour Components 0.10 * 0.6 = 0.06 b) – i) Assuming 140 Sq. M. / Km. for < 450 C.V.D.


51 * 365

ii) As above assuming 60% Labour for W.B.M.

Labour Components 0.11 * 0.6 = 0.066 = 0.07

1.9 SLIPS Assuming 50% Cu. M. / Km. slips

38.90 * 50


1.10 REPAIR TO DRAINS AND RECONSTRUCTION OF DAMAGED WORKS Assuming 4 Person / 100 Km. for full year



4

Labour Components = 0.04 = 0.04 100

B) ADDITIONAL ALLOWANCE ONLY FOR SNOW BOUND KMS. Round of Snow (Fresh) Assuming 250 Cu. m. / Km.

250 * 3.80


Round of Snow (Solidified) Assuming 80 Cu. m. / Km.

80 * 37.30


* Rates arrived from SSR 1999 * Rates arrived form National Norms Government of India (G.O.I.)

ANNEXURE - XVI

m

Norms for Road Maintenance Intensive Option in Hill Roads of Himachal Pradesh Machine Intensive option

Labour requirements/KS.No. Item Assumptions labour as per Labour required Traffic Density

SRS 1999 or est Per annum/KM Less than 450 CVD Over 450 Cby consultant BT WBM BT

A Ordinary Repairs1 Labor for General work One beldar for 3 Kms,aboriculture 0.3 0.3 0.3

store, cleaning drains roads etc.2 Mate one mate for 25 Kms 0.04 0.04 0.043 Parapet Repairs 5 parapets repair/Km; Assu 0.45cum/parapet 4.40 4.40 0.01 0.01 0.014 Cross Drainage works and Culverts 8 Nos scuppers/Km; 2.45 2.45 0.01 0.01 0.015 Sign Boards, Km Stones & other paint work Painter 8.60 8.60 0.02 0.02 0.026 White wash etc. Beldars 2.35 2.35 0.01 0.01 0.017 Repair to Retaining & Breast walls Mason+Beldars 16.36 16.36 0.04 0.04 0.04

10 Repairs to drains & reconstruction of 4 persons/100km for full yr 0.04 0.04 0.04 0.04damaged workTotal for ordinary repairs 0.47 0.47 0.47

8 Patchwork on BT roads 120sqm/km<450CVD,140sqm/km>450 CVD 0.30 35.60 0.10 0.06 0.119 Slips 50 cum per Km 0.76 38.14 0.10 0.10 0.10

Total including patch work and slip removal Labour reqd per KM 0.68 0.64 0.69

B Savings in machine intensive options

10 Increase in beat area by mobile gangs (from 8 Km to 20 Kms) by providing a LCV/Section Savings=8/20 0.40 0.19 0.19 0.1911 Savings by centralized patch work using a Jet patcher (one each for a division) 0.10 0.06 0.11

Total savings by Machine Intensive Option 0.29 0.25 0.30

Norms for machine intensive option 0.39 0.39 0.39Leave cover for regular labour (33AL+15 CL+10 SL) 0.16 0.16 0.16Total labour requirement per Km including leave cover 0.55 0.55 0.55

C Additional allowance only for snow bound Kms

Removal of snow-fresh Rs 3.80/cum; 250 cum/km 0.07 18.63 0.05 0.05 0.05Removal of snow-solidified Rs 37.30/cum; 80 cum/km 0.73 58.51 0.16 0.16 0.16

Additional Allowance for snow bound Kms 0.21 0.21 0.21


ANNEXURE - XVI

C

m

VDWBM

0.3

0.040.010.010.020.010.040.04

0.47

0.070.10

0.65

0.190.070.26

0.390.160.55

0.050.16

0.21


ANNEXURE -XVII

Excess Labour Based on HP Norms Scnario-IHP Normal (Lab/Km)

BT 0.83WBM 0.80

Scenario-IRequirement as per recommended HP Norms

S.No. Name of Division BT road WBM/kaccha Total Road Total Current Labour Labour for Labour for Total Lab Surplus labKm Kms Kms Nos. BT WBM Reqd Scenario-I

A SOUTH ZONE

3rd Circle Solan

1 Solan Division 151 197 348 492 125 157 283 2092 Kasauli Division 296 332 628 474 246 265 511 -373 Arki Division 230 301 532 606 191 241 432 1744 Nalagarh Division 267 292 558 450 221 233 455 -5

Total 944 1121 2066 2022 784 897 1681 341

4th Circle Shimla

1 Shimla Div No.I 190 123 312 437 157 98 255 1822 Shimla Div No.II 45 98 142 401 37 78 115 2863 shimla Div No. III 21 0 21 20 17 0 17 34 Theog Division 125 424 549 777 104 339 443 334

Total 380 644 1024 1635 315 515 830 805

11th Circle Rampur

1 Rampur Division 318 379 698 811 264 303 568 2432 Kumarsain Division 378 196 574 814 314 157 471 3433 Nirmand Division 202 258 460 700 168 206 374 3264 Karcham Division 166 94 260 390 138 75 213 1775 Kalpa Division 220 137 356 544 182 109 292 2526 Kaza Division 335 309 644 253 278 247 525 -2727 Mech Div Rampur 0 0 0 0 0 0 0 0

Total 1619 1372 2992 3512 1344 1098 2442 1070

12th Circle Nahan

1 Nahan Division 318 379 698 452 264 303 568 -1162 Rajgarh Division 341 318 659 552 283 254 538 143 Paonta Division 220 127 347 443 183 102 284 1594 Shillai Division 138 245 383 604 115 196 310 2945 Sangrah Division 109 315 424 466 90 252 342 124

Total 1126 1384 2510 2517 935 1107 2042 475


ANNEXURE -XVII


14th Circle Rohru

1 Jubbal Division 179 411 590 608 148 329 477 1312 Chopal Division 98 321 419 544 82 257 338 2063 Rohru Division 185 274 459 261 153 219 372 -1114 Dodra Kwaar Division 0 28 28 55 0 23 23 325 Mech Div Rohru 0 0 0 0 0 0

Total 462 1034 1496 1468 383 828 1211 257


1 N.H.Division Solan 288 0 288 94 239 0 239 -1452 N.H.Division Rampur 168 0 168 299 139 0 139 160

Total 456 0 456 393 378 0 378 15

N.H.Cicle Shahpur

1 N.H.Div Jogindernagar 207 0 207 360 172 0 172 1882 N.H.Div Pandoh 228 0 228 321 189 0 189 1323 N.H.Division Hamirpur 344 0 344 186 286 0 286 -100

Total 779 0 779 867 647 0 647 220

Mech Circle Dhalli

1 Mech Divn Dhalli 0 0 0 0 0 0 0 02 Mech Divn Bilaspur 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0


1 Elect Div. I Shimla 0 0 02 Elect Div. II Shimla 0 0 03 Elect Div. Una 0 0 04 Elect Div Mandi 0 0 05 Elect Div Palampur 0 0 0

Total 0 0 0 0 0 0 0

Total South Zone 5766 5556 11322 12414 4786 4445 9231 3183


ANNEXURE -XVII


B CENTRAL ZONE

1st Circle Mandi

1 Mandi Division No.I 194 380 574 1211 161 304 465 7462 Mandi Division No.II 318 236 553 647 264 188 452 1953 Sundernagar Division 356 359 715 951 296 287 583 3684 Sarkaghat Division 166 282 448 742 138 225 363 3795 Karsog Division 304 247 551 489 252 198 450 396 Jogindernagar Division 154 166 320 1155 128 133 260 8957 Dharampur Division 140 272 412 979 116 218 334 645

Total 1631 1941 3573 6174 1354 1553 2907 3267

8th Circle Hamirpur

1 Hamirpur Division 304 93 398 447 253 75 327 1202 Badsar Division 587 199 786 422 487 159 646 -2243 Tauni Devi Division 216 97 313 498 179 78 257 241

Total 1107 390 1497 1367 919 312 1231 136


1 Bilaspur Division-I 105 31 136 473 87 25 112 3612 Bilaspur Division-II 212 128 340 886 176 102 278 6083 GhumarwinDivision 437 259 696 558 363 207 570 -12

Total 754 418 1172 1917 626 335 961 956

6th Circle Kullu

1 Kullu Division-I 215 146 361 837 178 117 295 5422 Kullu Division-II 186 98 284 766 154 0 154 6123 Chanab Valley Division, Udaipur 115 314 429 137 95 117 213 -764 Mech Div Shamshi 0 0 79 79 -79

Total 516 558 1074 1740 428 251 679 1061

Total Central Zone 4009 3308 7316 11198 3327 2646 5973 5225


ANNEXURE -XVII


C NORTH ZONE

5th Circle Palampur

1 Dharamshala Division 319 86 405 525 265 69 334 1912 Palampur Division 480 280 760 969 399 224 622 3473 Baijnath Division 466 193 660 782 387 154 542 2404 Kangra Division 365 157 522 577 303 125 429 1485 Mech Div Dharamshala 0 0 0 0 0 0

Total 1631 716 2347 2853 1354 573 1926 927


1 Dalhousie Division 354 144 497 874 294 115 409 4652 Chamba Division 317 169 486 1841 263 135 399 14423 Salooni Division 246 152 398 752 204 122 326 4264 Bharmour Division 87 117 204 1311 73 93 166 11455 Killar Division 3 39 42 256 2 31 34 222

Total 1008 621 1628 5034 836 497 1333 3701

9th Circle Nurpur

1 Nurpur Division 287 87 374 761 238 70 308 4532 Fatehpur Division 381 192 573 504 316 153 469 353 Jawali Division 272 111 384 380 226 89 315 654 Dehra Division 576 310 886 490 478 248 726 -236

Total 1517 700 2216 2135 1259 560 1819 316

15th Circle Una

1 Una Division 484 13 497 341 402 10 412 -712 Bangone Division 268 105 373 218 222 84 307 -893 Bharwain Division 436 141 577 315 362 113 474 -159

Total 1188 259 1447 874 986 207 1193 -319

Total North Zone 5343 2295 7638 10896 4435 1836 6271 4625

Grand Total 15118 11159 26277 34508 12548 8927 21475 13033


ANNEXURE -XVII


1 Total South Zone 5766 5556 11322 12414 4786 4445 9231 31832 Total Central Zone 4009 3308 7316 11198 3327 2646 5973 52253 Total North Zone 5343 2295 7638 10896 4435 1836 6271 4625

4 Grand Total 15118 11159 26277 34508 12548 8927 21475 13033

A Adjustment for conversion from intermediate and double lane into single laneA.1 2048 Km double lane to single lane 1228.8 1020 0A.2 223 Km interlane to single lane 66.9 56 0

Total Eq Km- single lane 16413 11159 27573

B Adjustment (Reduction) in total labour for non road maintenance labour included in the inventoryB.1 Ministerial staff included in the labour inventory 1175B.2 Supervisory staff included in the labour inventory 649B.3 Electrical Labour included in the inventory 539B.4 Mechanical workshop staff included in the inventory 961B.6 Building maintenance labour included in the inventory 3417

Total non road maintenance staff included in the labour inventory 6741

Adjusted totals of Kms & labour 16413 11159 27573 34508 13623 8927 22550 11958


ANNEXURE - XVIII

Labour requirement as per HP Machine Intensive Norms Scnario-IHP Normal (Lab/Km)

BT 0.55WBM 0.55

Scenario-IRequirement as per recommended HP Norms

S.No. Name of Division BT road WBM/kaccha Total Road otal Current Labour Labour for Labour for Total Lab Surplus labKm Kms Kms Nos. BT WBM Reqd Scenario-I

A SOUTH ZONE

3rd Circle Solan

1 Solan Division 151 197 348 492 83 108 191 3012 Kasauli Division 296 332 628 474 163 182 345 1293 Arki Division 230 301 532 606 127 166 292 3144 Nalagarh Division 267 292 558 450 147 160 307 143

Total 944 1121 2066 2022 519 617 1136 886

4th Circle Shimla

1 Shimla Div No.I 190 123 312 437 104 67 172 2652 Shimla Div No.II 45 98 142 401 25 54 78 3233 shimla Div No. III 21 0 21 20 11 0 11 94 Theog Division 125 424 549 777 69 233 302 475

Total 380 644 1024 1635 209 354 563 1072

11th Circle Rampur

1 Rampur Division 318 379 698 811 175 209 384 4272 Kumarsain Division 378 196 574 814 208 108 316 4983 Nirmand Division 202 258 460 700 111 142 253 4474 Karcham Division 166 94 260 390 91 52 143 2475 Kalpa Division 220 137 356 544 121 75 196 3486 Kaza Division 335 309 644 253 184 170 354 -1017 Mech Div Rampur 0 0 0 0 0 0 0 0

Total 1619 1372 2992 3512 891 755 1646 1866

12th Circle Nahan

1 Nahan Division 318 379 698 452 175 209 384 682 Rajgarh Division 341 318 659 552 188 175 363 1893 Paonta Division 220 127 347 443 121 70 191 2524 Shillai Division 138 245 383 604 76 135 211 3935 Sangrah Division 109 315 424 466 60 173 233 233

Total 1126 1384 2510 2517 619 761 1381 1136


July 2007 66

ANNEXURE - XVIII


14th Circle Rohru

1 Jubbal Division 179 411 590 608 98 226 324 2842 Chopal Division 98 321 419 544 54 177 231 3133 Rohru Division 185 274 459 261 102 151 252 94 Dodra Kwaar Division 0 28 28 55 0 16 16 395 Mech Div Rohru 0 0 0 0 0 0

Total 462 1034 1496 1468 254 569 823 645


1 N.H.Division Solan 288 0 288 94 158 0 158 -642 N.H.Division Rampur 168 0 168 299 92 0 92 207

Total 456 0 456 393 251 0 251 142

N.H.Cicle Shahpur

1 N.H.Div Jogindernagar 207 0 207 360 114 0 114 2462 N.H.Div Pandoh 228 0 228 321 125 0 125 1963 N.H.Division Hamirpur 344 0 344 186 189 0 189 -3

Total 779 0 779 867 428 0 428 439

Mech Circle Dhalli

1 Mech Divn Dhalli 0 0 0 0 0 0 0 02 Mech Divn Bilaspur 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0


1 Elect Div. I Shimla 0 0 02 Elect Div. II Shimla 0 0 03 Elect Div. Una 0 0 04 Elect Div Mandi 0 0 05 Elect Div Palampur 0 0 0

Total 0 0 0 0 0 0 0

Total South Zone 5766 5556 11322 12414 3171 3056 6227 6187


July 2007 67

ANNEXURE - XVIII


B CENTRAL ZONE

1st Circle Mandi

1 Mandi Division No.I 194 380 574 1211 107 209 316 8952 Mandi Division No.II 318 236 553 647 175 130 304 3433 Sundernagar Division 356 359 715 951 196 197 393 5584 Sarkaghat Division 166 282 448 742 91 155 246 4965 Karsog Division 304 247 551 489 167 136 303 1866 Jogindernagar Division 154 166 320 1155 84 91 176 9797 Dharampur Division 140 272 412 979 77 150 227 752

Total 1631 1941 3573 6174 897 1068 1965 4209

8th Circle Hamirpur

1 Hamirpur Division 304 93 398 447 167 51 219 2282 Badsar Division 587 199 786 422 323 109 432 -103 Tauni Devi Division 216 97 313 498 119 53 172 326

Total 1107 390 1497 1367 609 214 823 544


1 Bilaspur Division-I 105 31 136 473 58 17 75 3982 Bilaspur Division-II 212 128 340 886 117 70 187 6993 GhumarwinDivision 437 259 696 558 240 143 383 175

Total 754 418 1172 1917 415 230 645 1272

6th Circle Kullu

1 Kullu Division-I 215 146 361 837 118 80 199 6382 Kullu Division-II 186 98 284 766 102 0 102 6643 Chanab Valley Division, Udai 115 314 429 137 63 80 144 -74 Mech Div Shamshi 0 0 54 54 -54

Total 516 558 1074 1740 284 172 456 1284

Total Central Zone 4009 3308 7316 11198 2205 1819 4024 7174


July 2007 68

ANNEXURE - XVIII


C NORTH ZONE

5th Circle Palampur

1 Dharamshala Division 319 86 405 525 175 47 223 3022 Palampur Division 480 280 760 969 264 154 418 5513 Baijnath Division 466 193 660 782 257 106 363 4194 Kangra Division 365 157 522 577 201 86 287 2905 Mech Div Dharamshala 0 0 0 0 0 0

Total 1631 716 2347 2853 897 394 1291 1562


1 Dalhousie Division 354 144 497 874 195 79 274 6002 Chamba Division 317 169 486 1841 175 93 268 15733 Salooni Division 246 152 398 752 135 84 219 5334 Bharmour Division 87 117 204 1311 48 64 112 11995 Killar Division 3 39 42 256 2 21 23 233

Total 1008 621 1628 5034 554 341 896 4138

9th Circle Nurpur

1 Nurpur Division 287 87 374 761 158 48 206 5552 Fatehpur Division 381 192 573 504 210 105 315 1893 Jawali Division 272 111 384 380 150 61 211 1694 Dehra Division 576 310 886 490 317 171 487 3

Total 1517 700 2216 2135 834 385 1219 916

15th Circle Una

1 Una Division 484 13 497 341 266 7 273 682 Bangone Division 268 105 373 218 147 58 205 133 Bharwain Division 436 141 577 315 240 78 317 -2

Total 1188 259 1447 874 653 143 796 78

Total North Zone 5343 2295 7638 10896 2939 1262 4201 6695

Grand Total 15118 11159 26277 34508 8315 6138 14452 20056


July 2007 69

ANNEXURE - XVIII


1 Total South Zone 5766 5556 11322 12414 3171 3056 6227 61872 Total Central Zone 4009 3308 7316 11198 2205 1819 4024 71743 Total North Zone 5343 2295 7638 10896 2939 1262 4201 6695

4 Grand Total 15118 11159 26277 34508 8315 6138 14452 20056

A Adjustment for conversion from intermediate and double lane into single laneA.1 2048 Km double lane to singl 1228.8 676 0A.2 223 Km interlane to single lan 66.9 37 0

Total Eq Km- single lane 16413 11159 27573 0

Adjusted totals of Kms & la 16413 11159 27573 34508 9027 6138 15165 19343


July 2007 70

ANNEXURE - XIX

t

Cost of Labour for Road Maintenance (only) under Different Options

S.No. Description Ratio of reg. Average Existing Scenario Existing Scenario but Labour reqt as per& D. Wage lab Cost of Road Maintenance labour as per norms Mch. intensive norms

% Rs/month Nos. Cost (Rs Cr) Nos. Cost (Rs Cr) Nos. Cost (Rs Cr)

1 Regular Labour 79 7000 27426 230.38 17068 143.37 11486 96.48

2 Daily Wage Workers 21 2210 7082 18.78 4407 11.69 2966 7.87

3 Total labour & labour cos 100 34508 249.16 21475 155.06 14452 104.35

4 Extra Labour for jet patcher 10000 320 3.84

5 Extra cost of operating Jet Patcher 100000 No. of M/Cs 80 9.6

7 Extra cost of mobilization of gang labour 50000 No.of vehicles 936 56.16

6 Total labour cost of different options 249.16 155.06 173.95

7 Projected savings 94.10 75.21


ANNEXURE -XX

AGE WISE DISTRIBUTION OF PWD LABOUR

Zone,Circle wise Description <20 20-30 30-40 40-50 50-55 >55 No.Response Total

South-ZoneSolan-CircleSolan 1 27 244 220 80 49 14 635Sasauli 1 16 184 179 62 55 2 499Arki 1 18 161 255 127 121 57 740Nalagarh 4 7 126 191 97 101 2 528Circle Total 7 68 715 845 366 326 75 2402

Shimla-CircleShimla Div No -i 1 39 185 169 66 34 15 509Shimla Div No. ii 1 61 280 206 70 35 7 660Shimla Div No. iii 1 30 188 166 49 22 5 461Theog 0 100 346 233 100 44 10 833Circle Total 3 230 999 774 285 135 37 2463

Rampur-CircleRampur 10 79 337 351 132 65 21 995Kumarsain 6 51 338 306 115 70 18 904Nirmand 22 20 208 252 134 76 18 730Karcham 4 40 122 146 47 31 31 421Kalpa 4 68 248 213 44 19 4 600Kaza Div. 2 79 183 98 36 13 23 434Mech Div Rampur 4 10 55 54 15 2 1 141Circle Total 52 347 1491 1420 523 276 116 4225

Nahan-CircleNahan 7 20 127 243 89 50 5 541Rajgarh 1 12 119 282 138 77 8 637Paonta 5 19 136 226 73 39 14 512Shillai 1 30 173 290 109 64 28 695Sangrah 2 27 178 205 71 27 1 511Circle Total 16 108 733 1246 480 257 56 2896

Rohru-CircleJubbal 4 73 237 216 75 55 20 680Chopal 5 23 125 62 26 6 322 569Rohru 0 3 71 131 74 46 3 328Dodra Kwaar 1 4 34 26 4 0 0 69Mech Div Rohru 1 5 21 16 8 2 0 53Circle Total 11 108 488 451 187 109 345 1699

N.H.C. Shimla-CircleN.H. Div Solan 0 1 20 37 20 16 0 94N.H. Div Rampur 11 34 144 98 32 12 5 336Circle Total 11 35 164 135 52 28 5 430


July 2007 72

ANNEXURE -XX


Shahpur-CircleN.H. Div Joginder Nagar 12 35 138 146 57 19 9 416N.H. Div Pandoh 8 32 129 98 47 10 3 327N.H. Div Hamirpur 2 8 46 88 39 24 5 212Circle Total 22 75 313 332 143 53 17 955

Dhalli-CircleMech Div Dhalli 0 3 31 58 25 8 1 126Mech Div Bilaspur 0 8 50 68 21 11 3 161Circle Total 0 11 81 126 46 19 4 287

E.C. Shimla-CircleElect Div i Shimla 0 1 33 64 24 7 0 129Elect Div ii Shimla 0 1 43 73 16 8 0 141Elect Div Una 0 0 16 59 13 7 4 99Elect Div Mandi 4 4 47 52 22 10 1 140Elect Div Palam Pur 0 3 16 74 23 10 0 126Circle Total 4 9 155 322 98 42 5 635

Zone Total 126 991 5139 5651 2180 1245 660 15992

Central-ZoneMandi-CircleMandi Div No .i 8 53 341 472 254 107 34 1269Mandi Div No ii 4 36 202 387 163 91 35 918Sundernagar Div 39 30 187 427 200 156 24 1063Sarkaghat Div 10 75 217 268 127 100 11 808Karsog 2 7 114 192 87 77 21 500Jogindernagar Div 11 140 386 393 159 121 46 1256Dharampur 5 69 359 401 170 127 8 1139Circle Total 79 410 1806 2540 1160 779 179 6953

Kullu-CircleKullu Div i 4 73 354 379 140 74 21 1045Kullu Div ii 9 102 323 274 121 71 1 901Chenab Valley Div Uda 0 26 75 63 10 9 6 189Mech Div Shamshi 0 3 36 79 49 23 5 195Circle Total 13 204 788 795 320 177 33 2330

Hamirpur-CircleHamirpur 4 18 147 170 110 54 10 513Badsar Div 3 26 113 189 93 64 4 492Tauni Devi Div 3 62 205 163 64 32 5 534Circle Total 10 106 465 522 267 150 19 1539

Bilaspur-CircleBilaspur Div-i 1 21 149 197 100 68 1 537Bilaspur Div ii 1 1 1 35 146 140 0 324Ghumarwin Div 2 13 161 222 102 101 13 614Circle Total 4 35 311 454 348 309 14 1475

Zone Total 106 755 3370 4311 2095 1415 245 12297


July 2007 73

ANNEXURE -XX


North-ZonePalampur-CircleDharamshala 13 35 170 294 143 91 21 767Palampur 14 24 255 322 190 164 107 1076Baijnath 12 35 166 275 183 156 35 862Kangra 2 15 110 261 141 106 3 638Mech div dharamshala 0 0 3 29 29 8 0 69Circle Total 41 109 704 1181 686 525 166 3412

Dalhousie-CircleDalhousie 1 34 239 391 206 140 19 1030Chamba 4 1 2 38 268 138 1 452Salooni 6 36 244 289 127 92 6 800Bharmour 4 102 499 512 176 155 2 1450Killar 12 17 95 95 44 14 44 321Circle Total 27 190 1079 1325 821 539 72 4053

Nurpur-CircleNurpur 7 15 108 336 178 158 14 816Fatehpur 3 17 85 235 134 79 10 563Jawali 0 3 54 167 96 92 0 412Dehra 9 16 75 215 135 98 6 554Circle Total 19 51 322 953 543 427 30 2345

Una-CircleUna Div 4 11 115 160 84 55 9 438Bangone 0 9 47 92 59 36 0 243Bharwain 0 6 52 130 94 85 2 369Circle Total 4 26 214 382 237 176 11 1050

Zone Total 91 376 2319 3841 2287 1667 279 10860

Total 323 2122 10828 13803 6562 4327 1184 39149


July 2007 74

ANNEXURE - XXI

Projected Staff Require Retirements Category Wise

Description 1st Year

2nd Year

3rd Year

4th Year

5th Year

6th Year

7th Year

8th Year

9th Year

10 th Year

More than 10 Years

Total

Civil Road Maintenance 1042 858 937 1011 1109 1257 1090 1073 1090 1183 21758 32408

Civil Building Maintenance 88 77 95 96 109 123 113 112 92 122 2390 3417

Mechanical Division 24 25 34 32 30 48 32 33 24 32 647 961

Electrical Divsion 13 9 8 13 17 17 10 20 21 30 381 539

Supervisory Staff 9 14 19 27 30 45 37 44 44 32 348 649

Ministerial Staff 34 33 41 45 49 49 39 69 34 57 725 1175

Total 1210 1016 1134 1224 1344 1539 1321 1351 1305 1456 26249 39149

Sub Totals

Civil Road Maintenance 1042 858 937 1011 1109 1257 1090 1073 1090 1183 21758 32408

Others 168 158 197 213 235 282 231 278 215 273 4491 6741

Total 1210 1016 1134 1224 1344 1539 1321 1351 1305 1456 26249 39149

Cumulative

Civil Road Maintenance 1042 1900 2837 3848 4957 6214 7304 8377 9467 10650

Others 168 326 523 736 971 1253 1484 1762 1977 2250

Total 1210 2226 3360 4584 5928 7467 8788 10139 11444 12900

% of total 3.1 5.7 8.6 11.7 15.1 19.1 22.4 25.9 29.2 33.0


July 2007 75

ANNEXURE - XXI (A)

Year Wise Distribution of Retirement Based on 58 Years

Description 1st Year 2nd Year 3rd Year 4th Year 5th Year 6th Year 7th Year 8th Year 9th Year 10 th Year

More than 10 Years

Total

South-ZoneSolan-CircleSolan 12 21 15 11 17 15 22 22 22 17 461 635Sasauli 20 10 12 8 14 13 15 12 11 19 365 499Arki 37 17 36 21 24 30 16 34 24 28 473 740Nalagarh 31 21 19 19 17 25 17 19 13 22 325 528Circle Total 100 69 82 59 72 83 70 87 70 86 1624 2402

Shimla-CircleShimla Div No -i 12 15 9 14 20 16 7 21 10 24 361 509Shimla Div No. ii 12 12 11 12 11 23 13 12 11 20 523 660Shimla Div No. iii 4 9 8 7 14 8 12 14 8 16 361 461Theog 15 12 12 17 24 24 23 20 11 38 637 833Circle Total 43 48 40 50 69 71 55 67 40 98 1882 2463

Rampur-CircleRampur 20 15 26 17 22 33 34 37 40 37 714 995Kumarsain 17 12 16 33 25 26 15 26 25 43 666 904Nirmand 20 23 25 15 35 34 25 26 31 21 475 730Karcham 9 8 7 10 11 8 11 9 18 16 314 421Kalpa 9 3 6 8 10 8 12 15 23 20 486 600Kaza Div. 8 1 5 8 6 11 6 5 7 10 367 434Mech Div Rampur 0 2 1 2 3 3 6 3 4 3 114 141Circle Total 83 64 86 93 112 123 109 121 148 150 3136 4225

Nahan-CircleNahan 9 16 16 13 20 19 21 17 19 20 371 541Rajgarh 23 19 35 24 27 25 27 17 25 27 388 637Paonta 8 11 11 9 12 18 23 30 28 25 337 512Shillai 13 8 12 25 28 17 27 24 29 26 486 695Sangrah 8 6 16 6 16 18 15 7 30 22 367 511Circle Total 61 60 90 77 103 97 113 95 131 120 1949 2896


July 2007 76

ANNEXURE - XXI (A)


More than 10 Years

Total

Rohru-CircleJubbal 16 8 25 6 8 13 23 14 27 17 523 680Chopal 2 3 5 4 3 7 7 5 9 8 516 569Rohru 15 8 14 15 17 13 15 14 19 13 185 328Dodra Kwaar 0 0 0 1 0 3 0 2 3 5 55 69Mech Div Rohru 2 0 2 2 0 3 1 1 1 0 41 53Circle Total 35 19 46 28 28 39 46 36 59 43 1320 1699

N.H.C. Shimla-CircleN.H. Div Solan 4 2 1 3 7 3 6 4 2 7 55 94N.H. Div Rampur 3 6 4 5 10 6 7 7 12 6 270 336Circle Total 7 8 5 8 17 9 13 11 14 13 325 430

Shahpur-CircleN.H. Div Joginder Nagar 8 8 8 15 12 10 12 25 11 17 290 416N.H. Div Pandoh 4 4 7 5 7 16 12 8 6 6 252 327N.H. Div Hamirpur 7 6 4 8 8 13 6 10 5 14 129 210Circle Total 19 18 19 28 27 39 30 43 22 37 671 953

Dhalli-CircleMech Div Dhalli 3 5 2 7 5 6 5 4 1 8 80 126Mech Div Bilaspur 4 4 5 6 4 4 2 9 5 7 111 161Circle Total 7 9 7 13 9 10 7 13 6 15 191 287

E.C. Shimla-CircleElect Div i Shimla 4 2 2 6 7 5 4 6 7 7 79 129Elect Div ii Shimla 0 2 3 4 1 4 4 4 4 6 109 141Elect Div Una 3 1 1 3 3 5 1 4 3 6 69 99Elect Div Mandi 5 3 4 2 6 8 2 4 5 8 93 140Elect Div Palam Pur 6 1 4 2 6 4 7 7 8 9 72 126Circle Total 18 9 14 17 23 26 18 25 27 36 422 635

Zone Total 373 304 389 373 460 497 461 498 517 598 11520 15990


July 2007 77

ANNEXURE - XXI (A)


More than 10 Years

Total

Central-ZoneMandi-CircleMandi Div No .i 21 36 43 54 55 55 47 37 43 54 824 1269Mandi Div No ii 31 19 36 29 21 33 44 55 41 48 561 918Sundernagar Div 39 31 34 37 31 58 40 44 42 49 658 1063Sarkaghat Div 18 33 15 24 26 35 27 31 24 26 549 808Karsog 14 15 21 20 16 12 18 20 19 17 328 500Jogindernagar Div 25 40 25 31 33 48 22 34 31 40 927 1256Dharampur 28 34 24 26 31 44 45 29 45 35 798 1139Circle Total 176 208 198 221 213 285 243 250 245 269 4645 6953

Kullu-CircleKullu Div i 23 23 23 20 29 44 24 39 28 58 734 1045Kullu Div ii 11 33 20 30 22 33 16 33 27 31 645 901Chenab Valley Div Uda 5 4 2 1 2 2 3 10 4 2 154 189Mech Div Shamshi 10 6 8 10 9 15 7 12 5 9 104 195Circle Total 49 66 53 61 62 94 50 94 64 100 1637 2330

Hamirpur-CircleHamirpur 17 8 14 19 22 37 18 10 17 14 337 513Badsar Div 20 16 25 18 17 16 17 21 23 18 301 492Tauni Devi Div 6 6 8 10 16 16 14 9 12 16 421 534Circle Total 43 30 47 47 55 69 49 40 52 48 1059 1539

Bilaspur-CircleBilaspur Div-i 17 16 24 20 13 27 16 18 22 22 342 537Bilaspur Div ii 46 38 28 39 22 31 26 35 0 0 59 324Ghumarwin Div 19 15 19 25 22 18 18 21 23 19 415 614Circle Total 82 69 71 84 57 76 60 74 45 41 816 1475

Zone Total 350 373 369 413 387 524 402 458 406 458 8157 12297


July 2007 78

ANNEXURE - XXI (A)


More than 10 Years

Total

North-ZonePalampur-CircleDharamshala 29 22 21 24 40 26 32 26 34 24 489 767Palampur 52 18 35 27 32 57 39 29 35 35 717 1076Baijnath 46 29 27 30 52 30 44 24 32 33 515 862Kangra 30 32 20 22 31 37 31 25 30 23 359 640Mech div dharamshala 3 5 7 4 5 7 6 2 1 4 25 69Circle Total 160 106 110 107 160 157 152 106 132 119 2105 3414

Dalhousie-CircleDalhousie 44 21 44 51 34 36 41 32 41 42 644 1030Chamba 32 34 38 48 51 63 68 30 4 2 82 452Salooni 33 15 30 28 18 21 30 27 21 26 551 800Bharmour 36 40 25 46 35 37 33 55 48 57 1038 1450Killar 2 4 8 10 11 6 9 7 9 11 244 321Circle Total 147 114 145 183 149 163 181 151 123 138 2559 4053

Nurpur-CircleNurpur 42 22 35 38 39 42 24 34 38 33 469 816Fatehpur 21 16 20 24 40 33 17 26 20 24 322 563Jawali 26 20 15 16 29 21 15 19 14 16 221 412Dehra 29 24 21 26 27 35 26 19 19 25 303 554Circle Total 118 82 91 104 135 131 82 98 91 98 1315 2345

Una-CircleUna Div 21 9 11 13 18 30 12 22 15 20 267 438Bangone 10 12 11 13 10 13 12 10 8 8 136 243Bharwain 31 16 8 18 25 24 19 8 13 17 190 369Circle Total 62 37 30 44 53 67 43 40 36 45 593 1050

Zone Total 487 339 376 438 497 518 458 395 382 400 6572 10862

Total 1210 1016 1134 1224 1344 1539 1321 1351 1305 1456 26249 39149


July 2007 79

ANNEXURE- XXII

Gender Wise Profile PWD Labour

Description Male Female Total

South-ZoneSolan-CircleSolan 581 54 635Sasauli 480 19 499Arki 725 15 740Nalagarh 511 17 528Circle Total 2297 105 2402

Shimla-CircleShimla Div No -i 442 67 509Shimla Div No. ii 587 73 660Shimla Div No. iii 377 84 461Theog 771 62 833Circle Total 2177 286 2463

Rampur-CircleRampur 899 96 995Kumarsain 856 48 904Nirmand 706 24 730Karcham 291 130 421Kalpa 382 218 600Kaza Div. 230 204 434Mech Div Rampur 138 3 141Circle Total 3502 723 4225

Nahan-CircleNahan 525 16 541Rajgarh 627 10 637Paonta 497 15 512Shillai 679 16 695Sangrah 486 25 511Circle Total 2814 82 2896

Rohru-CircleJubbal 579 101 680Chopal 502 67 569Rohru 301 27 328Dodra Kwaar 66 3 69Mech Div Rohru 52 1 53Circle Total 1500 199 1699

N.H.C. Shimla-CircleN.H. Div Solan 94 0 94N.H. Div Rampur 278 58 336Circle Total 372 58 430


July 2007 80

ANNEXURE- XXII


Shahpur-CircleN.H. Div Joginder Nagar 387 29 416N.H. Div Pandoh 292 35 327N.H. Div Hamirpur 205 7 212Circle Total 884 71 955

Dhalli-CircleMech Div Dhalli 122 4 126Mech Div Bilaspur 155 6 161Circle Total 277 10 287

E.C. Shimla-CircleElect Div i Shimla 126 3 129Elect Div ii Shimla 127 14 141Elect Div Una 98 1 99Elect Div Mandi 130 10 140Elect Div Palam Pur 119 7 126Circle Total 600 35 635

Zone Total 14423 1569 15992

Central-ZoneMandi-CircleMandi Div No .i 1179 90 1269Mandi Div No ii 862 56 918Sundernagar Div 1018 45 1063Sarkaghat Div 776 32 808Karsog 470 30 500Jogindernagar Div 1059 197 1256Dharampur 981 158 1139Circle Total 6345 608 6953

Kullu-CircleKullu Div i 914 131 1045Kullu Div ii 624 277 901Chenab Valley Div Uda 179 10 189Mech Div Shamshi 191 4 195Circle Total 1908 422 2330

Hamirpur-CircleHamirpur 485 28 513Badsar Div 478 14 492Tauni Devi Div 517 17 534Circle Total 1480 59 1539

Bilaspur-CircleBilaspur Div-i 518 19 537Bilaspur Div ii 320 4 324Ghumarwin Div 597 17 614Circle Total 1435 40 1475

0 0 0Zone Total 11168 1129 12297


July 2007 81

ANNEXURE- XXII


North-ZonePalampur-CircleDharamshala 734 33 767Palampur 1045 31 1076Baijnath 823 39 862Kangra 600 38 638Mech div dharamshala 69 0 69Circle Total 3271 141 3412

Dalhousie-CircleDalhousie 998 32 1030Chamba 432 20 452Salooni 770 30 800Bharmour 1359 91 1450Killar 282 39 321Circle Total 3841 212 4053

Nurpur-CircleNurpur 791 25 816Fatehpur 544 19 563Jawali 401 11 412Dehra 534 20 554Circle Total 2270 75 2345

Una-CircleUna Div 419 19 438Bangone 228 15 243Bharwain 363 6 369Circle Total 1010 40 1050

Zone Total 10392 468 10860

Total 35983 3166 39149


July 2007 82

ANNEXURE - XXIII

Attendance Record of PWD - Labour

Description Excellent Very Good Good Average PoorSouth-ZoneSolan-CircleSolan 0 30 604 0 1Sasauli 45 22 428 1 3Arki 89 314 331 4 2Nalagarh 0 224 302 0 2Circle Total 134 590 1665 5 8

Shimla-CircleShimla Div No -i 61 155 284 9 0Shimla Div No. ii 114 397 133 11 5Shimla Div No. iii 31 208 219 2 1Theog 9 368 456 0 0Circle Total 215 1128 1092 22 6

Rampur-CircleRampur 64 285 640 6 0Kumarsain 39 494 345 20 6Nirmand 7 269 447 7 0Karcham 40 320 58 3 0Kalpa 0 1 599 0 0Kaza Div. 20 186 224 4 0Mech Div Rampur 12 95 33 1 0Circle Total 182 1650 2346 41 6

Nahan-CircleNahan 1 24 516 0 0Rajgarh 58 365 207 7 0Paonta 12 111 384 4 1Shillai 211 263 211 7 3Sangrah 24 288 176 22 1Circle Total 306 1051 1494 40 5

Rohru-CircleJubbal 107 240 229 83 21Chopal 141 162 174 79 13Rohru 5 165 158 0 0Dodra Kwaar 8 44 15 2 0Mech Div Rohru 1 34 18 0 0Circle Total 262 645 594 164 34

N.H.C. Shimla-CircleN.H. Div Solan 3 56 35 0 0N.H. Div Rampur 0 73 255 4 4Circle Total 3 129 290 4 4

Shahpur-CircleN.H. Div Joginder Nagar 59 232 123 2 0N.H. Div Pandoh 9 284 32 1 1N.H. Div Hamirpur 3 127 81 1 0Circle Total 71 643 236 4 1


July 2007 83

ANNEXURE - XXIII

Description Excellent Very Good Good Average Poor

Dhalli-CircleMech Div Dhalli 10 98 17 1 0Mech Div Bilaspur 42 68 51 0 0Circle Total 52 166 68 1 0

E.C. Shimla-CircleElect Div i Shimla 3 100 26 0 0Elect Div ii Shimla 41 58 39 3 0Elect Div Una 7 56 35 1 0Elect Div Mandi 21 74 44 1 0Elect Div Palam Pur 0 27 99 0 0Circle Total 72 315 243 5 0

0 0 0 0 0Zone Total 1297 6317 8028 286 64

Central-ZoneMandi-CircleMandi Div No .i 163 283 798 24 1Mandi Div No ii 79 651 137 48 3Sundernagar Div 31 970 62 0 0Sarkaghat Div 116 288 390 13 1Karsog 1 119 376 2 2Jogindernagar Div 103 672 470 10 1Dharampur 80 495 533 13 18Circle Total 573 3478 2766 110 26

Kullu-CircleKullu Div i 113 501 419 6 6Kullu Div ii 50 249 576 23 3Chenab Valley Div Uda 24 90 75 0 0Mech Div Shamshi 13 62 113 4 3Circle Total 200 902 1183 33 12

Hamirpur-CircleHamirpur 8 134 367 4 0Badsar Div 4 94 389 5 0Tauni Devi Div 11 476 45 2 0Circle Total 23 704 801 11 0

Bilaspur-CircleBilaspur Div-i 300 151 83 3 0Bilaspur Div ii 6 172 117 28 1Ghumarwin Div 50 183 373 7 1Circle Total 356 506 573 38 2

Zone Total 1152 5590 5323 192 40


July 2007 84

ANNEXURE - XXIII

Description Excellent Very Good Good Average Poor

North-ZonePalampur-CircleDharamshala 4 282 478 3 0Palampur 32 358 652 34 0Baijnath 45 424 390 3 0Kangra 118 181 324 14 1Mech div dharamshala 0 25 44 0 0Circle Total 199 1270 1888 54 1

Dalhousie-CircleDalhousie 10 783 235 2 0Chamba 0 414 37 1 0Salooni 22 274 484 20 0Bharmour 1 818 597 32 2Killar 0 76 245 0 0Circle Total 33 2365 1598 55 2

Nurpur-CircleNurpur 65 240 502 9 0Fatehpur 26 192 313 20 12Jawali 4 381 26 1 0Dehra 3 302 248 1 0Circle Total 98 1115 1089 31 12

Una-CircleUna Div 30 137 259 7 5Bangone 2 171 70 0 0Bharwain 1 67 298 3 0Circle Total 33 375 627 10 5

Zone Total 363 5125 5202 150 20

Total 2812 17032 18553 628 124


July 2007 85

ANNEXURE - XXIII

Total

635499740528

2402

509660461833

2463

995904730421600434141

4225

541637512695511

2896

680569328

6953

1699

94336430

416327212955


July 2007 86

ANNEXURE - XXIII

Total

126161287

129141

99140126635

015992

1269918

1063808500

125611396953

1045901189195

2330

513492534

1539

537324614

1475

12297


July 2007 87

ANNEXURE - XXIII

Total

7671076

862638

693412

1030452800

1450321

4053

816563412554

2345

438243369

1050

10860

39149


July 2007 88

ANNEXURE - XXIV

Analysis of Physical Fitness of PWD Labour

Description Excellent Very Good Good Average Poor Total

South-ZoneSolan-CircleSolan 0 2 632 0 1 635Sasauli 7 60 429 0 3 499Arki 79 327 317 15 2 740Nalagarh 1 204 317 4 2 528Circle Total 87 593 1695 19 8 2402

Shimla-CircleShimla Div No -i 52 153 289 15 0 509Shimla Div No. ii 102 377 156 21 4 660Shimla Div No. iii 26 193 237 5 0 461Theog 8 344 481 0 0 833Circle Total 188 1067 1163 41 4 2463

Rampur-CircleRampur 47 281 645 19 3 995Kumarsain 26 491 364 19 4 904Nirmand 3 238 478 9 2 730Karcham 37 294 84 6 0 421Kalpa 0 2 598 0 0 600Kaza Div. 19 169 245 1 0 434Mech Div Rampur 7 99 32 3 0 141Circle Total 139 1574 2446 57 9 4225

Nahan-CircleNahan 0 25 516 0 0 541Rajgarh 43 320 268 6 0 637Paonta 15 62 420 14 1 512Shillai 52 263 296 74 10 695Sangrah 23 282 181 23 2 511Circle Total 133 952 1681 117 13 2896

Rohru-CircleJubbal 105 235 249 68 23 680Chopal 100 198 186 61 24 569Rohru 0 160 168 0 0 328Dodra Kwaar 9 43 16 1 0 69Mech Div Rohru 1 28 24 0 0 53Circle Total 215 664 643 130 47 1699

N.H.C. Shimla-CircleN.H. Div Solan 2 56 35 1 0 94N.H. Div Rampur 0 64 269 1 2 336Circle Total 2 120 304 2 2 430


July 2007 86

ANNEXURE - XXIV


Shahpur-CircleN.H. Div Joginder Nagar 54 233 129 0 0 416N.H. Div Pandoh 8 286 31 2 0 327N.H. Div Hamirpur 6 128 75 3 0 212Circle Total 68 647 235 5 0 955

Dhalli-CircleMech Div Dhalli 9 104 13 0 0 126Mech Div Bilaspur 41 68 51 0 1 161Circle Total 50 172 64 0 1 287

E.C. Shimla-CircleElect Div i Shimla 0 125 3 1 0 129Elect Div ii Shimla 28 83 26 3 1 141Elect Div Una 20 54 24 1 0 99Elect Div Mandi 4 88 47 1 0 140Elect Div Palam Pur 0 27 99 0 0 126Circle Total 52 377 199 6 1 635

Zone Total 934 6166 8430 377 85 15992

Central-ZoneMandi-CircleMandi Div No .i 71 265 904 23 6 1269Mandi Div No ii 71 627 160 55 5 918Sundernagar Div 17 983 63 0 0 1063Sarkaghat Div 97 284 415 12 0 808Karsog 0 95 389 12 4 500Jogindernagar Div 39 736 470 10 1 1256Dharampur 56 487 565 22 9 1139Circle Total 351 3477 2966 134 25 6953

Kullu-CircleKullu Div i 79 463 466 33 4 1045Kullu Div ii 42 214 596 44 5 901Chenab Valley Div Uda 5 88 96 0 0 189Mech Div Shamshi 6 59 123 5 2 195Circle Total 132 824 1281 82 11 2330

Hamirpur-CircleHamirpur 14 145 348 5 1 513Badsar Div 4 41 441 6 0 492Tauni Devi Div 6 293 228 7 0 534Circle Total 24 479 1017 18 1 1539

Bilaspur-CircleBilaspur Div-i 304 124 109 0 0 537Bilaspur Div ii 2 163 116 34 9 324Ghumarwin Div 48 178 381 5 2 614Circle Total 354 465 606 39 11 1475

Zone Total 861 5245 5870 273 48 12297


July 2007 87

ANNEXURE - XXIV


North-ZonePalampur-CircleDharamshala 4 28 732 3 0 767Palampur 41 337 655 37 6 1076Baijnath 30 391 429 12 0 862Kangra 68 204 327 36 3 638Mech div dharamshala 0 24 45 0 0 69Circle Total 143 984 2188 88 9 3412

Dalhousie-CircleDalhousie 4 738 286 2 0 1030Chamba 0 411 40 1 0 452Salooni 17 264 500 19 0 800Bharmour 1 279 1087 81 2 1450Killar 0 79 242 0 0 321Circle Total 22 1771 2155 103 2 4053

Nurpur-CircleNurpur 137 233 435 8 3 816Fatehpur 13 183 326 27 14 563Jawali 0 292 117 3 0 412Dehra 3 214 337 0 0 554Circle Total 153 922 1215 38 17 2345

Una-CircleUna Div 28 120 274 9 7 438Bangone 2 161 80 0 0 243Bharwain 1 49 317 1 0 369Circle Total 31 330 671 10 7 1050

Zone Total 349 4007 6229 239 35 10860

Total 2144 15418 20529 889 168 39149


July 2007 88

ANNEXURE - XXV

Analysis of PWD Labour for Willingness to do Hard Work

Description Excellent Very Good Good Average Poor TotalSouth-ZoneSolan-CircleSolan 0 2 632 0 1 635Sasauli 43 30 420 1 5 499Arki 76 272 383 8 1 740Nalagarh 0 190 327 8 3 528Circle Total 119 494 1762 17 10 2402








July 2007 89

ANNEXURE - XXV




Zone Total 941 5203 9273 473 102 15992





Zone Total 818 5025 5955 429 70 12297


July 2007 90

ANNEXURE - XXV






Zone Total 310 3651 6137 729 32 10860

Total 2069 13879 21365 1631 204 39149


July 2007 91

ANNEXURE - XXVI

Willingness to Learn New Skills by PWD Labour

Description Excellent Very Good Good Average Poor TotalSouth-ZoneSolan-CircleSolan 0 2 632 0 1 635Sasauli 46 21 429 0 3 499Arki 64 276 386 13 1 740Nalagarh 0 175 334 16 3 528Circle Total 110 474 1781 29 8 2402








July 2007 92

ANNEXURE - XXVI




Zone Total 837 4984 9330 695 146 15992





Zone Total 728 4410 6117 908 134 12297


July 2007 93

ANNEXURE - XXVI






Zone Total 177 3239 6110 1225 109 10860

Total 1742 12633 21557 2828 389 39149


July 2007 94

ANNEXURE - XXVII

Ability of PWD Labour to Take Initiative


South-ZoneSolan-CircleSolan 0 2 632 0 1 635Sasauli 45 13 438 0 3 499Arki 63 275 384 16 2 740Nalagarh 2 164 319 40 3 528Circle Total 110 454 1773 56 9 2402







July 2007 95

ANNEXURE - XXVII





Zone Total 787 4866 9526 631 180 15992





Zone Total 717 4343 6048 1015 174 12297


July 2007 96

ANNEXURE - XXVII






Zone Total 180 3254 6223 1147 56 10860

Total 1684 12463 21797 2793 410 39149


July 2007 97

ANNEXURE - XXVIII

Designation Wise Labour Strength of PWD Labour

S.NO. Designation Description Numbers

1 A A E 1722 A.A.E. MECHNICAL 13 A.A.Q 14 A.E 335 AA-FR 16 AAB 17 AC OPERATOR 198 ACCONTENT 29 ASSTT. 2110 AUTO MECH-II 711 B. SMITH 22612 BELDAR 2222513 BLASTER 214 CARPAINTER 14215 CHAUKIDAR 74816 CIVIL ENGINEERING 117 CLEANAR 51318 CLERK 7219 COOK 4520 D. H. D. 321 DIVISIONAL ACCOUNT OFFICER 122 DOZA OPERATOR 1023 DRAUGHTSMAN 4924 DRILLOR 125 DRIVER 53526 ELECTRICIAN 4127 EXECUTIVE ENGINEER 228 FERRO 129 FITTER 4730 FOREMAN 431 HELPER 31132 J. D.M 3333 J.E (M ) 1734 J.E. 2435 J.T. 636 J.T. (ELECTRICIAN AUTO) 637 J.T. (MECH. CUM- FITTER ) 2138 J.T. (TURNER GR. II) 139 JCB OPERATOR 140 JR ASIST. 9541 JR DRAUGHTS MAN 2242 JR. ENGG. 39743 JR. TECH. 8644 JR. TECH. (ELECT.) 1745 JR. TECH. (MECHANIC CUM FITTER ) 5


July 2007 98

ANNEXURE - XXVIII

S.NO. Designation Description Numbers46 MALI 11147 MASION 92248 MATE 127749 MECH CUM FITTER 11550 NR 806851 OFFICE WORK 1152 OPERATOR 18353 PAINTER 5454 PATWARI 1255 PEON 26056 PLUMBER 6257 RECEPTIONIST 5158 REPAIR WORKS 559 ROAD ROLLER DRIVER 160 ROCK DRILLED 361 S. DRESSER 662 S. ELEC. 163 SEWARMAN 1464 SR ASSIST 29465 SR. ENG. 166 STORE ATTENDENT 7867 SUPDTT. 1668 SUPERVISOR 769 SURVEYOR 15370 SWEEPER 25071 TECH ELECT. 5972 TECH. 12773 TECH. (MECH. C. FITTER) 4974 TURNAR 375 W.I. 95676 WASHER 377 WELDER 29

Total 39149


July 2007 99

ANNEXURE - XXVIII (A)

Designation Wise Labour Strength in Different Sections of PWD

Code Description Total Nos.1

1 B. SMITH BLACK SMITH 2021 BELDAR BELDAR 205831 BLASTER BLASTER 21 CHAUKIDAR CHAUKIDAR 5901 CLEANAR CLEANAR 4521 DOZA OPERATOR DOZA OPERATOR 91 DRIVER DRIVER 4831 JCB OPERATOR JCB OPERATOR 11 MASSION MASSION 7881 MATE MATE 9591 NR NR 73601 OPERATOR OPERATOR 1651 ROAD ROLLER DRIVER ROAD ROLLER DRIVER 11 ROCK DRILLED ROCK DRILLED 31 S. DRESSER S. DRESSER 61 SUPERVISOR SUPERVISOR 71 W.I. WORK INSPECTOR 797

Total 32408

22 B. SMITH B. SMITH 132 BELDAR BELDAR 16122 CARPAINTER CARPAINTER 1382 CHAUKIDAR CHAUKIDAR 1412 CIVIL ENGINEERING CIVIL ENGINEERING 12 CLEANAR CLEANAR 492 COOK COOK 452 DOZA OPERATOR DOZA OPERATOR 12 DRIVER DRIVER 352 MALI MALI 1092 MASSION MASSION 1342 MATE MATE 872 NR NR 5122 OPERATOR OPERATOR 172 PAINTER PAINTER 532 PLUMBER PLUMBER 622 SEWARMAN SEWARMAN 142 SWEEPER SWEEPER 2462 W.I. WORK INSPECTOR 148

Total 3417

Civil Divisions in Road Maintenance

Civil Divisions in Building Maintenance


July 2007 100


Code Description Total Nos.

33 AC OPERATOR AC OPERATOR 193 AUTO MECH-II AUTO MECH-II 73 B. SMITH B. SMITH 113 BELDAR BELDAR 253 CARPAINTER CARPAINTER 43 CHAUKIDAR CHAUKIDAR 143 CLEANAR CLEANAR 43 DRILLOR DRILLOR 13 DRIVER DRIVER 113 ELECTRICIAN ELECTRICIAN 153 FITTER FITTER 473 FOREMAN FOREMAN 13 HELPER HELPER 3113 J.T. J.T. 63 J.T. (ELECTRICIAN AUTO) J.T. (ELECTRICIAN AUTO) 63 J.T. (MECH. CUM- FITTER ) J.T. (MECH. CUM- FITTER ) 213 J.T. (TURNER GR. II) J.T. (TURNER GR. II) 13 JR. TECH. JR. TECH. 473 JR. TECH. (MECHANIC CUM FITTER ) JR. TECH. (MECHANIC CUM FITTER ) 53 MALI MALI 23 MATE MATE 13 MECH CUM FITTER MECH CUM FITTER 1153 NR NR 1683 OPERATOR OPERATOR 13 PAINTER PAINTER 13 REPAIR WORKS REPAIR WORKS 53 SWEEPER SWEEPER 23 TECH ELECT. TECH ELECT. 13 TECH. TECH. 143 TECH. (MECH. C. FITTER) TECH. (MECH. C. FITTER) 493 TURNAR TURNAR 33 W.I. WORK INSPECTOR 113 WASHER WASHER 33 WELDER WELDER 29

Total 961

44 BELDAR BELDAR 54 CHAUKIDAR CHAUKIDAR 34 CLEANAR CLEANAR 84 DRIVER DRIVER 64 ELECTRICIAN ELECTRICIAN 264 FOREMAN FOREMAN 34 JR. TECH. JR. TECH. 394 JR. TECH. (ELECT.) JR. TECH. (ELECT.) 174 MATE MATE 2304 NR NR 284 S. ELEC. S. ELEC. 14 SWEEPER SWEEPER 24 TECH ELECT. TECH ELECT. 584 TECH. TECH. 113

Total 539

Machnical Divisions

Electrical Divisions


July 2007 101


Code Description Total Nos.

55 A A E A A E 1725 A.A.E. MECHNICAL A.A.E. MECHNICAL 15 A.A.Q A.A.Q 15 A.E A.E 335 AA-FR AA-FR 15 AAB AAB 15 EXECUTIVE ENGINEER EXECUTIVE ENGINEER 25 J.E (M ) J.E (M ) 175 J.E. J.E. 245 JR. ENGG. JR. ENGG. 397

Total 649

66 ACCONTENT ACCONTANT 26 ASSTT. ACCOUNT ASSTT. 216 CLERK CLERK 726 D. H. D. D. H. D. 36 DIVISIONAL ACCOUNT OFFICER DIVISIONAL ACCOUNT OFFICER 16 DRAUGHTSMAN DRAUGHTSMAN 496 FERRO FERRO 16 J. D.M J. D.M 336 JR ASIST. JR. ASISTANT 956 JR DRAUGHTS MAN JR DRAUGHTS MAN 226 OFFICE WORK OFFICE WORK 116 PATWARI PATWARI 126 PEON PEON 2606 RECEPTIONIST RECEPTIONIST 516 SR ASSIST SR ASSIST 2946 SR. ENG. SR. ENG. 16 STORE ATTENDENT STORE ATTENDENT 786 SUPDTT. SUPDTT. 166 SURVEYOR SURVEYOR 153

Total 1175

Supervisory Staff

Ministerial Staff


July 2007 102

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