Manpower Rationalization Report 26.03.2022 PDF

Punatsangchhu-I Hydroelectric Project Authority
Manpower Rationalization Report
March 2022
1
Acronyms and Abbreviations
APAF Adverse Project Affected Family

BVC Butterfly Valve Chamber
CDCL Construction Development Corporation Limited
CEA Central Electricity Authority
DGPC Druk Green Power Corporation Ltd.
DoP Delegation of Power
DPR Detailed Project Report
E&M Electro-Mechanical
GD Generation Division
GoI Government of India
HCC Hindustan Construction Company
HRT Head Race Tunnel
L&T Larsen & Toubro
MoEA Ministry of Economic Affairs
MoH Ministry of Health
MoLHR Ministry of Labour & Human Resources
MW Megawatt
PHPA-I Punatsangchhu-I Hydroelectric Project Authority
PHPA-II Punatsangchhu-II Hydroelectric Project Authority
PH Powerhouse
PHY Pothead Yard
RCE Revised Cost Estimate
RGoB Royal Government of Bhutan
SR Service Rules
SS Surge Shaft
TC Transit Camp
ToR Terms of Reference
UGPH Underground Powerhouse
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Table of Contents
1. Acronyms and Abbreviations ..................................................................................................... 1
2. Executive summary ............................................................................................................................................4
3. Introduction ..........................................................................................................................................................4
4. Objectives ................................................................................................................................... 5
5. Methodology ........................................................................................................................................................5
6. Literature review .................................................................................................................................................7
7. HR Assessment ...................................................................................................................................................8
8. Recommendation ..............................................................................................................................................23
9. Conclusion ..........................................................................................................................................................27
10. Bibliography ......................................................................................................................................................29
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1. Executive summary
Since hydropower is considered as one of the main economic backbone of the country, Bhutan has
been focusing on developing hydropower projects over the past few decades and as such,
Punatsangchhu-I Hydroelectric Project Authority (PHPA-I), 1200 Megawatt (MW)
conceptualized and taken up in the year 2007.
Since, it is a time bound project and had to be completed within the prescribed timeframe and
budget, major recruitment has been initiated in line with the workforce planning activities. Now
with the nearing completion of project closure of many contract packages, except for the undecided
options between the continuation of existing Dam construction & mitigation works, and
construction of Barrage, need for the rationalization of existing manpower is emerged in line with
the Revised Cost Estimate (RCE) approved in 2015 by the Government of India (GoI).
Hence, review of PHPA-I organogram, holistic manpower requirement, staffing patterns, Terms
of Reference (ToR) of each Circle/Division/Units are assessed for execution of balance works.
While the existing manpower for PHPA-I as on March 31, 2021 is 817, it has been rationalized to
525 employees, while 293 employees are earmarked for retrenchment.
2. Introduction
Punatsangchhu-I Hydroelectric Project Authority is set up for implementation of 1200 MW Project
funded by Government of India (GoI) with 40% grant and 60% loan financing scheme under the
bi-lateral agreement signed between the Royal Government of Bhutan (RGoB) and Government
of India on July 28, 2006.
With the implementation of project in November 2008, employment opportunities have been
created and has economically benefited many Bhutanese population. These employment
opportunities provided by the project authority had direct impact on the skills development and
widening the socio-economic wellbeing of employees and their family members, while local
economy also experienced the indirect positive ripple effect. Since, hydropower projects are
timebound projects with a mandate to deliver as fast as possible, project authority and the
management has inducted many skilled workforce, other semi-skilled and unskilled labourers to
complete the task on time. However, much to the chagrin, the adverse geological condition
encountered on the right bank of the river at Dam site has hindered the work progress and the
construction of Dam is temporarily put on halt, causing delay in completing the project.
The uncertainties and pending decision on continuing with the Dam construction and alternative
option of constructing Barrage has also affected the work progress, whereby exerting pressure on
the both human resource and financial resource management. It is also evident and established
from revised cost estimate approved in 2015 that there is unprecedented project cost escalation.
Hence, it is echoed that the existing manpower has become irrational given the time lapse and
project status, aggravated by pending decision on continuing with dam construction and barrage
options.
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Therefore, the project authority is of the view that the manpower rationalization exercises needs
to be taken forward in order to see effective management of both human and financial resource
constraints.
To this effect, an independent external committee comprising of representative each from Ministry
of Economic Affairs (MoEA), Ministry of Labour & Human Resources (MoLHR) and Druk Green
Power Corporation (DGPC) has been constituted to study and analyze the current workforce,
staffing patterns, job responsibilities and come up with implementable recommendations for
making informed decisions on redeployment, downsizing, layoff and retention thereof.
Downsizing, has been a pervasive managerial practice over the past decades and widely practiced
and accepted panacea, when a firm is encountered with financial difficulties. While research
suggests that downsizing activities seldom return the anticipated economic and organizational
gains, there is increased understanding that organizations are forced to deal with the human and
societal after-effects, or secondary effects. However, as a last resort, the project authority is forced
to explore the possibilities of redeployment, downsizing and layoff activities considering the
financial burden the project is facing at this juncture and, in relation to achievement of physical
progress of about 87.36% as of November 30, 2021 with completion of HRT in 2015 and
Powerhouse civil works under advanced stage of completion.
While analyzing the workforce requirement and restructuring activities that are initiated, the
committee has been mindful not to weaken the position of PHPA-I in relation to carrying out the
ongoing/balance work and upcoming work. The committee has been mindful to see that adequate
manpower is readily available for smooth transition from project construction to Operation &
Maintenance phase. Considerations were also made to see that institutional memory is retained
and knowledge transfer happens at all levels for reduced learning gap, especially during Operation
& Maintenance stage. While, manpower in most of the functional units were reduced, no
compromises in Electro-Mechanical Circle with regard to workforce reduction has been done,
basically for completion of task in hand and for smooth transfer of knowledge.
3. Objectives
▪ Study and analyze the current workforce of PHPA-I and come up with implementable solutions
▪ Rationalize the existing manpower
▪ Maintain optimum size of workforce for effective functioning
▪ Reduce both direct and indirect cost related to staffing activities
▪ Ability to meet budgetary limits
▪ Explore the opportunities for reskilling and redeployment within the Project
▪ Study the roles and responsibilities of existing staff
4. Methodology
Various methodologies have been discussed and adopted to understand the views, objectives and
establish rationale for carrying out this exercise. In other words, much emphasis has been laid on
examining the roles, responsibilities and purpose of carrying rationalization exercise. Multiple
methods have been deployed to establish the cost benefit analysis and come to a consensus where
holistic and clearer picture depicted.
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• Order No. 5/PHPA-I/HRD/2021-22/119 Dated 24/12/2021
• Group development
Conceptualization • Understanding Management's views & obejctives
• Presentation from various offices

• Focused group discussion and interview
• Field/site visit
Preparation • Literature review
• Data analysis
• Final downsizing recommendation
• Restructuring & downsizing
Execution
i. Virtual meeting with the PHPA-I Management

Since the Managing Director, Director (Technical) and Director (Finance) were in quarantine in
Thimphu, the committee called upon management team including the Joint Managing Director for
the virtual introductory session on December 28, 2021 to formally kickstart the rationalization
exercises. This virtual session was insightful in capturing the birds eye view of the project progress,
manpower status and also understanding the management’s views and expectations.
ii. Presentation from Circles/Divisions

The team decided to have presentation from each Circles/Divisions/Units over a period of 12 days
in order to clearly understand the current manpower status of the project. The Head of the various
Circles/Division/Units were made to present the overall objectives, history of the manpower, work
progress and remaining task.
iii. Focused group discussion/Interview

Every presentation was followed by focused group discussion amongst the respective functional
heads and the committee. The functional heads and representatives were asked to justify the
manpower requirement in completing the remaining task.
While most of the of the representatives argued for additional manpower requirement to complete
the task, few officials agreed to having surplus manpower sparked by redeployment from other
offices on completion of task.
As most of the tasks are of technical in nature and considering the importance of the work in
progress and balance work, the team also had separate discussion with the technical experts to
work on the manpower requirement in completing the task.
Finally, a separate discussion was held with the management team and deliberated extensively on
the requirement of existing manpower of the Circle/Division/Unit and reach to a common
consensus.
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iv. Field/site visit
The team made site visits to various work places like, Dam, Powerhouse, HRT, Pothead Yard,
Quality Control Laboratory, Workshop and Store to see the physical work progress and also to
ascertain the manpower requirement. The committee also met with the employees on ground and
conducted random interviews to understand the ground reality. Practical demonstrations of the
quality testing procedures were done for better understanding.
Though, much of the works were outsourced to other contractors like CDCL, HCC, L&T and
BHEL, the overall supervision and work progress monitoring is done by the project authority
where most of the works in Powerhouse and E&M Circle are carried out in shifts. Thus, it is
understood that manpower requirement from the project authority is basically on account of
supervision and monitoring in line with the approved structural drawings, cost estimate and
designs.
5. Literature review
Literature review was carried out to study and understand the available documents related to
human resource management of the project and link with the best HR practices elsewhere. Few
sources covered in the literature review includes the following relevant documents:
i. Project Organization Chart

The team reviewed the original project organization chart thoroughly and discussed with the
management team. Since the main objective of the project authority is to downsize the manpower,
reorganization of organogram has been initiated through mergers and downgrading of some
circles/divisions/units.
ii. Human Resource Information System (HRIS)

Human Resource Information System is a tool allowing organization to collect, store, maintain,
retrieve and analyze employee data. HRIS of PHPA-I was instrumental in determining the
manpower requirement and merging the circles/divisions/units and downgrading in some cases. It
is established that, there are 818 employees in total as on December 2021, including 5 on
deputation from GoI and 10 on secondment from RGoB and 803 on contract. The grading structure
of the manpower starts from A/1 to Q/19 in descending order, where it forms the basis for
disbursement of remunerations, entitlements and other fringe benefits.
iii.Revised Cost Estimate (RCE)

The Revised Cost Estimate documents prepared by the management in 2013-2014 and sanctioned
on 28th July, 2015 was also referred. Based on this document, the actual manpower requirement
is worked out considering the manpower requirement for operation and maintenance period. The
team has not solely based the decision of rationalization on the revised cost estimate documents
since the actual work progress and balance work are to be accounted. It is clearly reflected in RCE
that manpower required/approved for completion of task is 472 employees for the year 2018-2019.
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iv. Service Rule (SR)
The committee referred the Service Rules (SR) of the Project as part of rationalization exercises.
The Service Rules comprises of three sections, Section-I dealing on the terms for contract
employees, Section-II on the terms for employees on Deputation/Secondment and Section-III on
the terms for contract for consolidated wage employees.
Procedures on retrenchment, resignation and retirement actions are also clearly spelt out in the
service rule without any contentions.
v. Bilateral Agreement PHPA-I
The team also referred the documents of the Bilateral Agreement of PHPA-I on manpower
recruitment and deployment of the project. The Article 14 of the agreement states the selection of
technical, administrative and other personnel staff to nationals of either country. The authority of
the project also permits to select and appoint officers/staff on deputation/secondment from either
of the nations.
vi. Human Resource Mapping July 2020

The PHPA-I management has conducted the internal rationalization of the manpower, projecting
in phase manner from 2020 to 2025. As a result, it is projected that 192 employees including 44
who are superannuating within the period will be laid off.
6. HR Assessment
Organizational change may mandate separation of some of its employees. The process of reducing
the workforce to improve the bottom line is being recommended in PHPA-I at present. This
approach as a proactive strategy has been commonly deployed as change management strategy to
enhance productivity and effectiveness, reduce cost, or to influence work process leading to work
redesign.
When the need for downsizing arises, common methods of downsizing organization tends to take
are workforce reduction, work redesign and systematic change. Workforce reduction is prioritized
and since it’s a short-term directional strategy aimed at reducing the number of employees through
transfers, attrition, early retirement or voluntary resignation schemes, lay-offs and terminations.
While this is a quick workforce reduction solution, they are often used indiscriminately and the
result is often short term.
The medium-term strategy would be work redesign, that focuses on redesigning the job structure
and work processes without reducing the workforce. It assesses specific functions, departments or
divisions, hierarchical levels. It is understood as reduction in the number of working hours. This
method is used simultaneously with workforce reduction.
The systematic change is a long-term strategy that requires considerable human resource and
financial commitment. This include organizational cultural change and transformation, right down
to the level of values and attitudes, which takes considerable time for implementation and focus
on continuous improvement. The success factor of this method is dependent on the skilled and
empowered assuming greater responsibility of continually improving the methods and practices,
while organization maintains the meaningful work processes.
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For the purpose of current rationalization exercise, the committee adopted the hybrid method of
short-term directional strategy, medium-term strategy and long-term strategy with greater
emphasis laid on the first two strategies for better results and relevance, in conjunction to urgency
of the requirement.
i. Organogram
PHPA-I has been carrying out workforce planning and staffing based on the existing organogram
since its inception with very little modifications, alterations and reorganization in the past. Hence,
the existing organogram is reviewed to suit the current workforce requirement in congruence to
the nearing completion of many major packages and also to work out manpower keeping in mind
the pending decisions on the continuation with the Dam construction, or alternative options of
barrage construction.
With the revision of organogram, it is envisaged to see reduction in manpower requirement as

most of the working units/functions have been merged or downgraded to suit the existing job
nature or for the execution of balance works.
Sl. Existing Structure Recommended Structure Remarks

No.
1 Office of the Hon’ble Chairman Office of the Hon’ble Status quo
Chairman
2 Internal Audit Unit Internal Audit Unit Status quo
3 Office of the Managing Director Office of the Managing Status quo
Director
4 Office of the Joint Managing Office of the Joint Status quo

Director Managing Director
5 Office of the Director Office of the Director Status quo
(Technical) (Technical)
6 Office of the Director (Finance) O/o the Director (Finance) Status quo
7 Quality Assurance and Control Quality Assurance & Downgraded to Division from Circle.
Circle Control Division Currently quality of civil works are
captured, as E&M Circle is under Joint
Managing Director, quality control of E&M
is a separate body. Therefore, for better
synchronization, quality control is placed
under MD’s Office.
8 Project Monitoring Division Project Monitoring & ICT ICT Unit merged with PMD
Division
9 Procurement & Contracts Circle Procurement & Contracts Two Units v.i.z Procurement Unit and
Circle Stores Unit. The contracts work to be
looked after by circle office.
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10 E&M Circle E&M Circle Status quo
Four Divisions v.i.z. Generation Division-I,
Generation Division-II, Generation
Division-III and Electrical Maintenance
Division
11 Personnel and Administration Personnel and Status quo
Circle Administration Circle Personnel and Administration Circle
With Personnel Division, Administration &
Labour Unit and Liaison Unit
12 Security & Fire Circle Security & Fire Circle Status quo
Fire Unit and Workshop & Transport Unit
13 Environment Circle Environment Division Downgraded to Environment Division in
line with the reduction of workload
14 Geology Circle Geology Division To share the workload of JMD
15 Hydro-Mechanical Division Hydro-Mechanical New division to look after the Gates from
Division Dam/Barrage till the Tail Race Tunnel.
16 Dam & HRT Circle Dam Division Downgraded to Dam Division in line with
with Dam Division-I & the completion of much work
Division-II
17 Powerhouse Circle Powerhouse Circle Status quo
With PH Division-I & II and With PH Division-
H&M Division I(UGPH) and Division-II
(BVC, SS & PHY)
18 Hydro Mechanical Will look after the Gates from Dam/Barrage
Division till the TRT.
20 Civil Infra Division Civil Division The Chadri works will also be taken up by
21 Civil Maintenance Division the same Division.
With Civil Construction and Maintenance
Unit Merged the two divisions of Civil Infra
and Maintenance Divisions.
22 Finance & Account Circle Finance & Account Downgraded to Division
Division
ii. Adverse Project Affected Family

In the process of acquiring land for project construction, of many affected landowners in the project
area, it was found that 23 family have been adversely affected and their land holdings together
with shelters have been acquired by the project authority. To this effect, the project has promised
various incentives apart from compensation and land substitutions, road, water, electricity and
employment in the project. Therefore, 23 officials in various categories, depending on their
academic qualification and skills have been employed with the promise to retain till the completion
of this project. This is also as per the Sustainable Development Policy 2008 where “The project
Developer shall provide employment to one member of each of the displaced families adversely
affected as a result of acquisition of the land for the project during the construction period of the
project”.
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iii. Surplus/redundancies
Upon scrutiny of current manpower status in relation to the upcoming work and task to be
completed, it was understood that there is surplus workforce that may need to be downsized or laid
off. As of now, the committee found that 293 employees can be spared or declared redundant at
various levels and categories. While working out the surplus, the committee analyzed the list
considering various parameters such as office wise, grade wise, position wise and overall to
understand the excess holistically.
While working out through the surplus list, it was found that Administration & Labour Unit has
the maximum redundancies with 49 employees followed by Workshop & Transport Unit with 21
employees and Civil Construction & Maintenance Unit with 20 employees respectively.
Administration & Labour Unit saw the maximum surplus, mainly there was a Chhadri group
consisting of 9 employees solely identified for the Chhadri/preparation as and when there are
official functions and VVIP visits in the project area.
Thus, the committee in consultation with the respective functional heads and the Management
proposed that all the manpower required for the Chadri/preparation to be met from Security & Fire
Circle and Civil Construction & Maintenance Unit not limiting to other offices which have
adequate manpower.
• Figure 1. Gap/excess manpower list by office
Office No. of excess employees

Office of the Chairman 4
Managing Director 1
Joint Managing Director 3
Director (Technical) 3
Director (Finance) 1
Quality Assurance and Control Division 19
Project Monitoring and ICT Division 1
Geology Division 11
Contracts & Procurement Circle 5
Procurement Unit 7
Store Unit 4
Electro- Mechanical Circle 2
Generation Division-I 3
Generation Division-II 3
Generation Division-III 3
11
Electrical Division 19
Security Division 6
Workshop & Transport Unit 21
Personnel & Administration Circle 1
Personnel Division 12
Administration and Labour Unit 49
Liaison Unit, Phuentsholing 21
Finance & Accounts Division 6
Environment Division 10
Hydro-Mechanical Division -1
Dam Circle 6
Dam Division 11
Intake Division 14
Powerhouse Circle 6
Powerhouse Division-I (UGPH) 11
Powerhouse Division -II(PHY/BVC/SS/Infra) 11
Civil Division 20
Total 293
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Figure 2. Excess list by office
60
Gap/excess lsit by office
49
50
40
30
21 21 20
19 19
20
14
11 12 11 11 11
10
10 7 6 6 6 6
4 5 4
3 3 2 3 3 3
1 1 1 1
0
-1
-10
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Figure 3. Approved strength, current strength, required strength and excess and additional
requirement.
The initial approved strength was 959 and strength as per revised cost estimate sanctioned on July 21,
2015 is 472 employees respectively. Currently, there are 818 employees and the committee
recommended that 525 employees would be the optimal size with 293 employees declared excess.
While most of the functional units have excess manpower, there are some office which have additional
manpower requirement mainly on account of skill mismatch. Though the committee recommended to
meet the shortages by redeploying from within, wherever there is manpower available with matching
skills not to encourage hiring at this juncture. However, affected functional heads are of the view that
some officials need to be hired externally. While, Finance Division have excess manpower in one hand,
since the UDC/LDC, Computer Operators and Peons are currently functioning as Accounts/Accounts
Clerks, there is a requirement on other hand, mainly on account of knowledge, skill and abilities
mismatch with the job requirement.
959
818
525
472
293
192
Approved PHPA-I Revised Cost Current Recommended Gap/Excess

Strength Rationalization Estimate Strength Strength
exercise
External Committee Exercise done from

December 2021- January 2022
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Rationalization exercise
Approved Strength
Revised Cost Estimate
293
192
959
Current Strength
525
Recommended Strength
472
818
Gap/Excess
In-House Rationalization Exercise
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• Figure 4. Garde wise excess manpower list
The PHPA-I employee grading extends from Grade A/1 to Q19 in descending order. Upon analysis,
it was found that grade O (64) and P (64) has the maximum redundancies, followed by L (42), J
(26), M 25) and N (24) respectively.
Gap/excess list by grade

120
109
100
8583 85
Number of staff as per Grade
77 78
80 74
65 64
60 50 51 50 50
49
42 45 45
38 39 41
37
40 32 32
2926 26
22 2525 24
20
20 16 13
910 1011 8 10
66 6 6 3
0 2 202
0
-1 -1
-20
Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade
A B C D E F G H I J K L M N O P Q
Current Strength 6 9 22 38 29 10 50 49 45 77 85 78 50 74 85 109 2
Required Strength 6 10 16 32 26 11 42 39 32 51 83 37 25 50 20 45 0
Excess 0 -1 6 6 3 -1 8 10 13 26 2 41 25 24 65 64 2
Grade
Current Strength Required Strength Excess
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• Figure 5. Excess list by designation
Upon close scrutiny of excess list in relation to the category of employees, it was established that
Helpers were the most severely affected with 78 employees, followed by 48 Work Supervisors, 33
Peons and 28 Computer Operators respectively. These categories of employees were most affected
mainly on account of completion of major packages and also recommendations for multitasking to
avoid task duplications.
20 Sweepers were also declared surplus since the committee categorized Wet Sweeper and Dry
Sweeper under a single category as Sweeper to avoid role conflict and duplication. The committee
also recommended to place all the sweepers under one office i.e. Administration & Labour Unit for
easier administrative control and manpower optimization. It is proposed for said services to be
centrally catered from above office.
Gap/excess list by designation (A)

70
65
59
60
51
50
41
39 3837
40
30 28
20 17
13
10 11
9
10 6 7 6 6
4 5 5 4 4 45
211 3 2 2 32 2 32 3 2 211 2
1 1 1 1
0
Current strength Recommended strength Gap/Excess
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Gap/excess list by designation (B)
120
112
100
78
80
66
60
48 48
40 41
40 34 36
32
28
20 18
20 1414 16 15
12 11
7 8 8 7
53
2 4 422 32
1 312 4
101
43
1 211 12 101 01 321 4 321
0
-3 -1 -1
-20
Current strength Recommended strength Gap/Excess
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• Figure 6. Gap/excess list by designation
Designations Current Recommended Excess/

strength Strength Gap
Accountant 1 1 0
Administrative Officer 2 1 1
Assistant Engineer/Assistant Exe. Engineer 51 41 10
Assistant Manager 1 1 0
Auto Electrician 3 1 2
Auto Mechanic 6 4 2
Carpenter 3 2 1
Cashier 1 1 0
Chief 6 6 0
Computer Operator 39 11 28
Cook 7 5 2
Dishwasher 5 3 2
Draftsman 3 1 2
Driver 65 59 6
Dy. Chief Fire Officer 1 1 0
ECCD Facilitator 3 3 0
Executive Engineer 17 13 4
Electrician 38 37 1
Environment Officer 1 1 0
EOT Crane Operator 2 2 0
Finance Officer (SFO/FO/AFO) 7 8 -1
Fire Officer 1 1 0
Fireman/Operator 26 26 0
Fitter 3 3 0
Foreman 2 1 1
Gardener 6 2 4
Geologist 1 1 0
Handy Boy 9 4 5
Head 1 1 0
Helper 112 34 78
Hostel Assistant 5 3 2
House Keeping 3 3 0
ICT Assistant 1 1 0
IT Officer 1 1 0
Junior Engineer 4 7 -3
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Junior Security Officer 2 2 0
Laboratory Technician 1 1 0
Labour Inspector 4 2 2
Labour Officer 3 2 1
Laundryman 4 4 0
UDC/LDC 28 14 14
Liaison Officer 3 1 2
Lineman 12 8 4
Management 4 4 0
Mechanic 7 7 0
Medical Specialist 1 1 0
Meter Reader 1 0 1
Nurse 3 3 0
OT Helper 1 1 0
Personal Assistant 4 3 1
Painter 1 1 0
Peon 40 8 32
Personnel Officer 1 1 0
Pharmacist 1 1 0
Plumber 2 1 1
Personal Secretary 1 2 -1
Receptionist 1 0 1
Superintending Engineer 3 3 0
Security Guard 74 74 0
Security Supervisor 2 2 0
Section Officer 48 41 7
Sr. Geologist 1 1 0
Sr. Personnel Officer 1 1 0
Sr. Photographer 1 1 0
Chief Research/Sr. Research 1 1 0
Officer
Store Keeper 3 2 1
Sungkhob 1 1 0
Sweeper 36 16 20
Turner 1 1 0
Watchman 15 4 11
Welder 3 2 1
Work Supervisor 66 18 48
Total 818 525 293
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7. Findings
i. Contract extension
It has been ritualistic that, contract extensions have been granted automatically even with the
closure of contract packages/completion of task, indirectly contributing to excess manpower and
disguised unemployment.
It is also observed that with the gradual completion of task, instead of laying off employees as per
the service rules, surplus manpower were redeployed in various offices, irrespective of the skill
mismatch in the office they were transferred to in some cases.
While it may not be essential to retain employees beyond the age of superannuation, it has also
been noticed that contract extension beyond the age of superannuation has been granted in some
cases.
Gradual phasing out of employees on contract expiry in relation to completion of contract packages
and completion of task would have mitigated the issue of initiating mass retrenchment activity at
this juncture.
ii. Employer obligations as per service book

Upon reviewing the service book, it has been observed that contract employee does not remain
indispensable to the organization and can be spared anytime as the work finishes.
The relevant sections and clauses are reproduced as below:
As per PHPA-I Service Rule, Section 27, clause 27.1 Retrenchment

“Retrenchment in any category of the employees will be governed by the principle of length of
service. An employee will be given a notice in the event of his/her retrenchment from service
provided that an employee may be retrenched from service on payment of a sum equal to amount
of pay for the period of notice or for the period for which notice falls short of and at the same rate
which he/she was drawing then”.
The Retrenchment notice provision as follows:

a) “The company shall consult with the employees at the work place, advising of the number of
employees likely to be made redundant and the period over which this may occur”.
b) “Give notice of one month and additional notice of seven days for every year of continuous
employment by the employer up to a maximum of 42 days”;
c) “Notify the Chief Labour administrator of the proposal including the number and the categories
of employees involved and the reasons for their termination”.
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iii. Common facility maintained by two projects
It was found that common facilities such as transit camps in Thimphu, Phuentsholing and Siliguri
maintained and operated jointly by both the PHPA-I and PHPA-II by deploying manpower from
both the projects including the Office of Hon’ble Chairman and Jatshokha Hospital. While
assessing the manpower, it was noticed that independent deployment of employees from both the
projects with little considerations on strategic staffing may have led to overstaffing in some areas.
Thus, it could be operated and maintained jointly through cost-sharing mechanisms.
iv. Memorandum of Understanding between Ministry of Health, PHPA-I&II and Dzongkhag
Administration, Wangdue Phodrang
A Memorandum of Understanding between Ministry of Health, PHPA-I&II and Dzongkhag

Administration, Wangdue Phodrang has been drawn in the year 2013.
As per terms of the MoU, PHPA-I & PHPA-II PHPA, it is mandated to construct and complete
40-bedded Wangdue Hospital at Jatshokha, Rinchengang.
While MoH shall provide health staff as per the standard staffing pattern of a district hospital to
the project-based hospital, additional staff requested by projects authority, the MoH shall be
informing to recruited from India. Projects authority is also mandated to provide additional support
staff for smooth function of the health facility.
Since, the MoU will continue to be in force until the completion of the respective projects and
taken over by the Royal Government of Bhutan, manpower from both the projects have been
deployed.
v. Workforce planning
While it is vital for organization to have a proper workforce planning system for prediction of
future employment needs, assessment of current workforce and the labour market to meet those
needs, it is viewed that project authority may not have put in place robust workforce planning at
the inception mainly owing to urgency of work to be completed on time. This may also be
attributed to mass transfer of manpower from erstwhile Tala Hydropower Project Authority
(THPA) to the PHPA-I on completion of work.
Therefore, committee is of the view that maybe lack of workforce planning at the project inception
could be the probable reason attributed to overstaffing leading to initiation of mass retrenchment
at this hour.
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8. Recommendation
Upon reviewing the current workforce and staffing pattern in relation to execution of Dam
or Barrage construction, the manpower requirement for contract packages shall be reduced.
Therefore, the team conducted extensive exercise on manpower rationalization and
recommended as follows:
i. Multitasking/multiskilling of existing employees

Upon review of the terms of reference and job description, it was noticed that few of the
responsibilities are common and crosscutting across some job categories, such as Computer
Operator, Upper Division Clerk, and Lower Division Clerk, Peon, Helper, Despatcher and could
be multitasked. Similarly, positions such as Watchman, Security and Chowkidar also falls in the
similar broad category.
Hence, for the purpose of this exercise of downsizing, these job categories are regrouped under
one broad category to eliminate task duplication.
The committee recommends for multiskilling of the above positions that can be multitasked in
order to optimize manpower and other resources. It is observed that some of the tasks can be
performed easily by entrusting additional responsibilities, wherever the employees do not have
adequate work in hand.
ii. Adoption of cost-sharing mechanisms for common facility maintained by PHPA-I and PHPA-
II
It is observed that some of the facilities like transit camps in Thimphu, Phuentsholing and Siliguri
are jointly operated by PHPA-I and PHPA-II. As such, manpower from both the projects have
been deployed for operation and maintenance of those facilities, leading to overstaffing in some
cases.
Hence, it is recommended to operate and maintain the abovesaid establishments through cost-
sharing mechanism between the two Hydropower Projects effecting in reduction of excess
manpower.
iii. Redeployment
While there is excess manpower in most of the functional units, on contrary, there are also few
requirements in some offices. Therefore, it is recommended to meet the additional manpower
requirements from the offices which have excess manpower through redeployment mechanisms.
23
iv. Outsourcing of major repair and maintenance service of vehicles
As PHPA-I is maintaining a fleet of vehicles apart from private hired vehicles, it is understood that
running and maintenance of fleet is going to be a fulltime job and crucial for the time bound project
make the vehicle readily at all times without fail. It is also imperative to maintain all the vehicles
on a timely manner for the safety of officials travelling in that particular vehicle by initiating
corrective maintenance, predictive maintenance and periodic maintenance.
While it may not be advisable to completely lift the workshop from the vicinity, a small unit for
carrying out periodic maintenance could be retained. However, for the purpose of corrective and
predictive maintenance services, it could be outsourced to existing workshops in the vicinity in
order to reduce manpower redundancies in the workshop.
v. Retention of staff at Jatshokha Hospital as Memorandum of Understanding amongst Ministry

of Health, PHPA-I&II and Dzongkhag Administration, Wangdue Phodrang
The Memorandum of Understanding amongst the Ministry of Health, PHPA-I&II and Dzongkhag
Administration, Wangdue Phodrang has been drawn in the year 2013. This MoU will continue to
be in force until the completion of the respective projects and taken over by the Royal Government
of Bhutan, manpower from both the projects have been deployed.
Since projects authority is mandated to provide additional support staff for smooth functioning of
the health facility in addition to health staff as per the standard staffing pattern of a district hospital
to the project-based hospital provided by MoH, the committee recommends to retain an optimum
size of employees from PHPA-I, as there is manpower deployed from PHPA-II as well.
vi. Preparation and management of downsizing

There are evidences of downsizing efforts that have failed to meet objectives and bring the
expected benefits, mainly linked to improper strategic planning, preparation and management. The
committee has referred some of the problems faced globally and best internal practices being
adopted to address those issues amicably. Hence, some of the foreseeable issues relevant to PHPA-
I in the process are highlighted for reference.
Since, downsizing may have serious implications on both the workforce and management, the
leaders must be clear of the objectives, long-term and short-term goals, be visible, and must
provide clear direction and vision.
If not managed properly, employees may experience various negative emotions, ranging from
denial, fear over consequences, insecurity and anxiety over the future, and also for those remaining,
the guilt over their survival in the organization which is often referred as survivor syndrome may
retard the organization’s effort to build and move on after the redundancies
24
Hence, it strongly recommended that:
• clear and open, honest and timely communication strategies, communicating the reasons for the
downsizing to all the employees and stakeholders.
• consultation with the affected employees may also be initiated taking into consideration their
views before the final action is being initiated.
• as the surviving employees maybe have to deal with the guilt of surviving in the project while
their colleagues leave, and also with the reduction in manpower, it is envisaged that they will
have to handle redesigned and broadened roles. Therefore, it is essential to provide coaching
and mentoring, training, development and adequate resources to carry out their new roles
effectively.
• take into consideration, probable turbulence and litigations as a result of downsizing.
• Identifying and selecting employees for layoff must be according to the business needs,
adopting fair selection criteria, and not discriminating directly or indirectly against a prescribed
group of employees
vii. Endowment of retrenchment severance benefits

Layoffs are attempts by employers to reconfigure their workforce and generally, it happens when
organization is inefficient, lacks adaptability in the market and a weakened competitive advantage
within the industry.
However, in the case of PHPA-I, the project is mandated to take up the rationalization/downsizing
activity induced by various factors such as completion of work, closure of many contract packages
and also in line with the revised cost estimate in order to reduce the cost on employee remuneration
and other fringe benefits. While it may be normal for any organization to see that employees leave
and see employee turnover, it is not very usual for any organization especially in Bhutan to lay off
employees in huge number. Therefore, it may be necessary to work out and disburse retrenchment
severance benefits depending on the availability of fund as PHPA-I not mandated by the Service
Rule to disburse such incentives.
25
viii. Reorganization of organogram (deployment of manpower)
Since the major portion of the work is in near completion, there is requirement of redeployment of
employees within the Circle/Divisions/Units. Accordingly, the committee found the need to
merge, downgrade and rearrange the existing Circles/Divisions/Units. The recommended
organogram enclosed wherewith.
OFFICE OF THE HON’BLE

CHAIRMAN
INTERNAL AUDIT
UNIT
OFFICE OF THE
MANAGING DIRECTOR
QUALITY ASSURANCE &
CONTROL DIVISION
OFFICE OF THE JOINT

MANAGING DIRECTOR
PROJECT MONITORING &

ICT DIVISION
OFFICE OF THE OFFICE OF THE

DIRECTOR (TECHNICAL) DIRECTOR (FINANCE)
DAM CIRCLE CONTRACTS &

HYDRO- PROCUREMENT FINANCE &
MECHANICAL CIRCLE ACCOUNTS DIVISION
DIVISION
DAM DIVISION
ENVIRONMENT POWERHOUSE PROCUREMENT STORE UNIT

DIVISION CIRCLE UNIT
E&M CIRCLE
POWERHOUSE POWERHOUSE
DIVISION-I DIVISION-II
(UGPH)
(BVC/SS/PHY)
CIVIL
GENERATION GENERATION GENERATION
DIVISION GEOLOGY
DIVISION - I DIVISION - II DIVISION - III
DIVISION
CIVIL CONSTRUCTION ELECTRICAL

& MAINTENANCE UNIT MAINTENANCE
DIVISION
SECURITY & FIRE PERSONNEL &

CIRCLE ADMINISTRATION CIRCLE
SECURITY FIRE UNIT WORKSHOP & PERSONNEL ADMINISTRATION LIAISON UNIT

DIVISION TRANSPORT UNIT DIVISION & LABOUR UNIT (PHUENTSHOLING)
26
ix. Contract extension by three months
Hon’ble Chairman, has recommended to extend the contract term of all the employees with effect
from March to June 30, 2022 to enable PHPA-I Management to work out the retrenchment plans
and programs.
x. Retrenchment in phase manner

As desired by the Hon’ble Chairman, it is also recommended to initiate the layoff/retrenchment in
phase manner for the over a period of one year with effect from July 1, 2022 in order to mitigate
the impact and also taking into consideration the high unemployment faced at this juncture.
xi. Resolve pending promotion cases

As the pending promotion cases of PHPA-I is not in the scope of this rationalization, Hon’ble
Chairman instructed the committee to recommend the Management to resolve the pending
promotion by granting due promotions retroactively.
27
9. Conclusion
With the gradual winding up of various contract packages, except for the pending decision on
Dam or Barrage construction, the cumulative physical work achievement stands at staggering
87.36% which is commendable. The balance work is also being undertaken with available
resources and manpower with some hiccups posed by the COVID-19 restrictions and protocols
in some cases.
The major challenges posed by adverse geological conditions at the Dam site has further
aggravated the situation and, it is yet to be resolved. Though, major remedial measures were being
implemented/adopted as advised by the consultants, especially Central Water Commission, India
and other experts, there seems little headway in bringing a foolproof solution to this persisting
problem.
The alternative option of Barrage is explored and Detailed Project Report (DPR) to this effect is
being prepared. The domino effect of pending decision on Dam/Barrage options is also felt, while
conducting the manpower rationalization exercises. While, physical work achievement stands at
87.36%, completion or project commissioning dream is far from realization, owing to the intensity
of the remaining work and time it takes for completion. Therefore, adequate manpower may have
to be retained for the swift and smooth completion of the Barrage/Dam construction.
For the purpose of this rationalization/downsizing exercise, the committee made considerations
for this massive work of either options, but may have not been holistic mainly due to lack of
technical expertise in the subject and pending decision on the construction of Dam/Barrage has
further aggravated the issue. However, in discussion with the relevant technical experts/subject
matter experts and the management, made provisions for rudimentary manpower to kickstart the
job as the committee is made to understand that manpower requirement for Dam/Barrage will be
met from Powerhouse Circle, since the work will be completed by the time the decision is arrived.
Overall, the committee is of the view that the remaining work could be handled easily with the
proposed strength of 525 employees as of now with major paradigm shift of stepping out of the
comfort zones and making major sacrifices induced by the financial constraints driven
downsizing activities.
28
10. Bibliography
▪ Bilateral Agreement between RGoB and GoI regarding PHPA-I, 2006.

▪ Graetz F., Rimmer M., Smith A., Lawrence A., 2011. “Managing Organizational Change”.
Third edition
▪ Kramer, R., Bartam, T., De Cieri, H., 2012. “Human Resource Management”. Fourth edition.
▪ Mello, A. J., 2011. “Strategic Human Resource Management”. Third edition.
▪ Ministry of Health, PHPA-I & PHPA-II, Dzongkhag Administration, Wangdue Phodrang, 2013
“Memorandum of Understanding”
▪ Phillips, M. J., Gully, S. M., 2012. “Strategic Staffing”. Second edition.
▪ PHPA-I, 2017, Service Rule.
▪ WAPCOS Limited., 2015. PHPA-I Revised Cost Estimate, 2015. Volume -II.
29
Manpower rationalization status with justifications
Office of the Hon’ble Chairman, Thimphu

Approved Position title/Designation Approved Current Proposed Gap/Excess
Strength Strength Strength
Personal Secretary 1 1 1 0
Peon-I 2 1 1 0
Helper 0 1 0 1
Watchman-I 2 1 0 1
Sweeper/Gardener 0 1 0 1
Driver 0 1 0 0
Subtotal 5 6 2 3
The office of the Hon’ble Chairman of PHPA-I &-II project has a total of 9 staff, 6 from PHPA-I and
3 from PHPA-II respectively. The committee carried out thorough study on the requirement of the
manpower in the Chairman’s office considering either from the Royal Government of Bhutan (RGoB)
and the projects. In order to have the optimal use of the manpower, the committee recommended
downsizing of the staff of the Chairman office from 9 to 6 employees, since there are employees from
both the projects excluding employees from the RGoB. The committee recommended to have one
Personnel Secretary and one Peon from PHPA-I in addition to one Peon and 2 Lower Division Clerks
from PHPA-II.
It is proposed that a Driver from PHPA-I be transferred to PHPA-II as the vehicle is being deputed
from PHPA-II.
Office of the Managing Director

Managing Director 1 1 1 0
Assistant Executive Engineer (Electrical) 0 1 1 0
Senior Personal Secretary 1 0 1 -1
Personal Assistant-I 1 1 0 1
Upper Division Clerk 1 0 1 -1
Senior Computer Operator-I/ 0 1 0 1
Office Assistant
Peon-I 1 1 1 0
Driver-I 2 2 2 0
Helper 0 1 0 1
Subtotal 7 8 7 1
The Office of the Managing Director (MD) has a total of 8 staff. Since the office has more clerical staff
such as Personal Assistant, Computer Operator, UDC, Peon and Helper, the committee found one
secretarial position could be reduced, either Peon or Helper.
30
Office of the Joint Managing Director
Joint Managing Director 1 1 1 0
AEE (Civil)/(Electrical) 0 2 1 1
Personal Assistant 1 1 1 0
Upper Division Clerk 1 0 0 0
Computer Operator-I 0 1 0 1
Helper 0 1 0 1
Driver-III 1 1 1 0
Peon-I 0 1 1 0
ICT Assistant 0
Subtotal 4 8 5 3
The Office of the Joint Managing Director (JMD) has 8 staff and of that, the committee found that one
AEE(E) or AEE(C), Computer Operator and Helper could be relieved.
Office of the Director (Technical)

Director (Technical) 1 1 1 0
Assistant Engineer 1 1 1 0
Section Officer (Civil)-I 0 1 0 1
Personal Assistant-I 1 1 1 0
Computer Operator 1 0 0 0
Upper Division Clerk-I 0 1 1 0
Lower Division Clerk/Despatcher 0 1 0 1
Driver-III 1 1 1 0
Peon-I 1 1 1 0
Helper 0 1 0 1
Sub total 6 9 6 3
The Office of the Director (Technical) has a total of 9 staff. The Section Officer (Civil)-I,
LDC/Despatcher and Helper could be relieved. Hence the committee recommended for downsizing of
the said manpower from 9 to 6.
Office of the Director (Finance)

Director (Finance) 1 1 1 0
Section Officer (Accounts)/ 1 1 1 0
Personal Assistant
Driver-III 1 1 1 0
Helper 0 1 0 1
Peon-I 1 1 1 0
Sub total 5 6 5 1
31
The Office of the Director (Finance) has a total of 6 staff and the committee recommended to 5 staff.
The manpower of Helper or Peon or both could be removed uniformly in almost all the offices as
position was basically created during the initial stage of the project just to provide employment.
Office of the Internal Audit Unit

Head, Internal Audit Unit 0 1 1 0
Assistant Manager-II 0 1 1 0
Junior Engineer (Civil) 0 1 1 0
Peon-II 0 1 0 1
Driver 0 0
Senior Finance Officer 0 0 1 -1
Assistant Finance Officer 0 0
Sub total 0 4 4 0
The internal Audit Unit has a total of 7 staff, 3 from PHPA-II and 4 from PHPA-I. Since the Unit looks
after both the projects, it found that one Senior Finance Officer is required.
Quality Assurance and Control Division
Chief Research Officer/ 1 1 1 0
Senior Research Officer
Executive Engineer (Civil) 0 1 0 1
Assistant Executive Engineer (Civil) 1 2 3 -1
Assistant Engineer (Civil) 4 1 1 0
Section Officer (Civil) 3 4 3 1
Laboratory Technician 3 1 1 0
Senior Computer Operator-II 4 3 0 3
Upper Division Clerk-IV 0 1 1 0
Lower Division Clerk 2 1 0 1
Work Supervisor-I 3 11 5 6
Driver 3 1 1 0
Peon-II 4 3 1 2
Helper 9 6 0 6
Handy Boy 1 0 0 0
Sweeper 1 0 0 0
Watchman 1 0 0 0
Sub total 42 36 17 19
The Quality Assurance and Control Circle has a total of 36 staff including both technical and non-
technical. As most of packages are completed and 87.36% of the work progress has been achieved, the
committee in discussion with the management and the head of circle, recommended for downgrading
32
of circle to division and downsizing of the staff from 36 to 17. Almost 50% of the manpower is being
reduced including technical and clerical positions because the 90% of the works have been completed
and only few packages remaining that too if Dam/Barrage is further initiated.
Project Monitoring and ICT Division

Head/Superintending Engineer 1 1 1 0
Executive Engineer (Electrical) 0 1 1 0
Assistant Executive Engineer (Civil) 0 1 1 0
Section Officer (Mechanical)-I 0 1 1 0
Driver-II 1 1 1 0
Peon-I 1 1 0 1
Subtotal 7 6 5 1
Information Technology Officer 1 1 1 0
Information Technology Assistant 0 1 1 0
Subtotal 1 2 2 0
Grand Total 8 8 7 1
The Project Monitoring Division has 6 staff and ICT Unit has 2 staff respectively. The committee in
discussion with the concerned authority merged the ICT office with the Monitoring Division and
recommended for 7 staff. One Peon is being removed as the Peon can be multitasked by Driver and IT
Assistant.
Geology Division
Geologist 2 1 1 0
Senior Geologist 0 1 1 0
Junior Geologist 1 0 0 0
Senior Draftsman-II 1 2 0 2
Work Supervisor-II/Surveyor 9 8 2 6
Driver-II 1 2 2 0
Peon-I 1 1 0 1
Helper 5 3 2 1
Sub total 22 21 10 11
33
With the completion of major geological work, except for the Dam/Barrage works, the Geology Circle
has been downgraded to Division with reduction in manpower from 21 to 10 employees.
While work supervisor is reduced from 8 to 2, Peon and Draftsman are completely removed and only
few technical and skilled staff are retained to assist and continue the remaining works.
Contracts & Procurement Circle
Superintending Engineer/Chief Engineer 1 1 1 0
(Contracts)
Assistant Engineer/Junior Engineer 0 0 1 -1
(Mechanical)
Assistant Engineer (Electrical) 1 0 1 -1
Upper Division Clerk-I/OA 1 2 1 1
Lower Division Clerk/Despatcher-I 1 0 0 0
Driver 3 0 0 0
Peon-I 2 2 1 1
Helper 0 1 0 1
Sub Total 16 13 8 5
Contract and Procurement Circle has two units and contract works are to be managed from the Circle
office. The manpower of the circle office is reduced to 8 employees from 13.
The total of 5 staff reduced from the circle office including 1 EE, 1 AEE, 1 UDC, 1 CO, 1 WS, 1 Peon
and 1 Helper.
Procurement Unit
Executive Engineer (Mechanical)/ Senior 1 1 1 0
Procurement Officer
Assistant Executive Engineer 0 1 0 1
(Mechanical)
Assistant Engineer (Mech.) 4 0 0 0
Junior Engineer (Mechanical) 1 0 0 0
Head Draftsman 1 0 0 0
Senior Computer Operator-I 2 3 1 2
Upper Division Clerk/Office Assistant 0 1 0 1
34
Driver-III 3 1 1 0
Peon 2 0 0 0
Helper 3 3 0 3
Sub Total 20 11 4 7
Likewise, 7 staff were reduced from Procurement Unit namely 1 AEE, 2 CO, 1 UDC and 3 Helpers as
these positions were found excess.
Store Unit
Junior Engineer/ 3 1 1 0
Section Officer (Mechanical)-I
Store Keeper 3 3 2 1
Comp. Operator-I 1 1 1 0
Store Helper 7 5 2 3
Watchman 3 0 0 0
Sub Total 18 10 6 4
1 store keeper and 3 helpers were reduced from the store unit as the other positions could be
multitasked.
Electro-Mechanical Circle(E&M)
Circle Office
Chief Engineer (Elect.) 1 1 1 0
Executive Engineer (E ) 1 1 1 0
Assistant Executive Engineer (E) 1 0 0 0
Assistant Engineer (E) 1 0 0 0
JE/SO (E) 0 1 1 0
Sr. Draftsman-II 1 1 1 0
UDC-IV 1 1 1 0
Computer Operator 1 0 1 -1
LDC 1 0 0 0
Driver-III 2 2 1 1
Peon-I 2 1 0 1
Helper 2 1 0 1
Sweeper 1 0 0 0
Sub Total 15 9 7 2
35
Electro-Mechanical (E&M) Circle has four Divisions namely, Generation Division-I, Generation
Division-II, Generation Division-III and Electrical Maintenance Division. Currently there are 9 staff in
E&M Circle and has been reduced to 7, namely 1 driver and 1 helper reduced from the E&M Circle.
One AEE(Electrical) and Computer Operator is recommended for the Circle office.
Generation Division-I
EE (Elect.) 1 1 1 0
AEE(Elect.) 1 4 3 1
AE (Elect.) 3 2 2 0
JE(Elect.) 0 1 1 0
SO (Elect.)-I 2 3 3 0
Sr. Draughtsman 1 0 0 0
Fitter-I (Mech.) 0 1 1 0
Electrician 0 2 2 0
Driver-III 0 1 1 0
Peon-I 0 1 0 1
Helper 1 1 0 1
Sweeper 1 0 0 0
Sub Total 11 18 15 3
Of the 18 staff in Generation Division I under E & M Circle, 3 have been reduced viz 1 AEE(Elect), 1
Helper and 1 Sweeper.
Generation Division-II
Assistant Engineer (Electrical) 3 1 1 0
Section Officer (Electrical)-I 2 3 3 0
Section Officer (Mechanical) 0 1 1 0
Fitter-I (Mechanical) 0 1 1 0
Electrician-II 0 4 5 -1
Driver-II 1 1 1 0
Peon-I 0 1 0 1
Helper 1 2 0 2
Subtotal 10 20 17 3
Of the 20 staff in Generation-II, 3 have been reduced namely 1 Work Supervisor, 1 Peon and 2 Helpers.
36
Generation Division-III
Executive Engineer (Mechanical) 1 0 1 -1
Assistant Executive Engineer 1 2 1 1
(Mechanical)
Assistant Engineer (Mechanical) 3 2 2 0
Junior Engineer (Electrical) 0 1 1 0
Junior Engineer (Mechanical) 0 1 1 0
Section Officer (Electrical) 0 3 3 0
Section Officer (Mechanical) 2 4 4 0
Senior Mechanic 0 7 7 0
Electrician 0 6 6 0
Turner-I 0 1 1 0
Welder-I 0 1 1 0
Electric Overhead Travelling Crane 0 2 2 0
Operator
Senior Computer Operator-III 1 1 1 0
Driver-III 1 3 3 0
Peon-I 0 1 0 1
Helper 0 1 0 1
Sub Total 9 39 36 3
From Generation Division-III, 1 AEE (M), 1 AE (E), 1 Peon and 1 helper were reduced from the current
strength of 39 staff.
Electrical Maintenance Division

Junior Engineer (Electrical)-I 2 0 0 0
Section Officer (Electrical)-I 7 2 1 1
Foreman-II 1 1 0 1
Electrician 21 25 24 1
Lineman-I 16 12 8 4
Cable Jointer 1 0 0 0
Welder 1 0 0 0
Cashier 0 1 0 0
Driver-III 4 1 1 0
Peon-I 2 2 0 2
37
Helper 10 10 4 6
Meter Reader 1 1 0 1
Sweeper 4 0 0 0
Sub Total 79 60 41 19
Currently, the Electrical Maintenance Division has 60 staff and it is reduced to 41 including few
technical staff, helper, lineman, computer operator and one electrician.
Security & Fire Circle, Security Division

Chief Security Officer 1 1 1 0
Deputy Chief Security Officer 1 0 0 0

Senior Photographer 1 1 1 0
Junior Security Officer 2 2 2 0
Security Supervisor-I 2 2 2 0
Senior Security Guard 3 5 5 0
Security Guard 65 69 69 0
Lower Division Clerk/Dispatcher 1 0 0
Peon-I 1 1 0 1
Helper 0 1 0 1
Wet Sweeper-II 0 2 0 2
Handy Boy 1 0 0 0
Sub total 81 86 80 6
Security & Fire Circle has Security Division, Fire Unit and Workshop & Transport Uni under it. The
manpower of the Security Divisions is downsized from 86 to 80 mainly on account of reduction of non-
security positions such as Peon, Helper and Sweepers have been centralized under Administration &
Labour Unit.
Fire Unit
Deputy Chief Fire Officer 0 1 1 0
Fire Officer 1 0 1 -1
Junior Fire Officer 1 1 0 1
Senior Fireman 4 3 3 0
Fireman/Operator 28 23 23 0
Driver-III 5 3 3 0
38
Owing to the optimum manpower maintained with the Fire Unit, no reduction to this effect has been
made. There is a requirement of one Fire Officer.
Workshop and Transport Unit
Assistant Executive Engineer/Assistant 2 1 1 0
Engineer (Mechanical)
Foreman 1 1 1 0
Senior Auto Mechanic /Auto Mechanic 4 6 4 2
Senior Crane Operator 1 0 0 0
Auto Electrician-I 2 3 1 2
Fitter (Mechanical) 2 0 0 0
Welder-I 3 2 1 1
Compressor Operator 1 0 0 0
Upper Division Clerk-II 0 1 0 1
Turner 1 0 0 0
Driver-I 6 28 28 0
Helper 4 6 0 6
Handy Boy 5 9 4 5
Watchman-I 3 3 0 3
Sweeper 1 0 0 0
Sub total 38 62 41 21
In light of the proposal of outsourcing corrective and predictive maintenance services to the existing
workshops in the vicinity, manpower of Workshop & Transport Unit is reduced to 41 from 62 staff.
Since the workshop has 6 auto mechanics, it is reduced to 2 and 2 auto electricians are reduced out of
three. The helpers are not required in the workshop and all 6 are lifted. Out of 9 handy boys only 4 are
retained as the projects has only four school buses which requires handy boys. Other occupations like,
LDC/UDC, computer operator and sweepers are lifted.
Personnel & Administration Circle

Chief (Personnel & Administration) 1 1 1 0
Helper 0 1 0 1
Driver-III 1 1 1 0
Sub total 3 4 3 1
Personnel and Administrative (P&A) Circle comprises of Personnel Divisions, Administration &
Labour Unit and Liaison Unit under it.
39
Out of the 4 staff, one helper is reduced as driver and computer operator could be multitasked to perform
office secretarial job.
Personnel Division
Senior Personnel Officer 1 1 1 0
Personnel Officer-II 2 1 1 0
Section Officer (Personnel & 1 0 0 0
Administration)
Lower Division Clerk/Dispatcher 1 0 0 0
Peon-II 2 1 0 1
Driver-III 3 1 1 0
Helper 0 1 0 1
Work Supervisor-II 0 1 0 1
Watchman 1 0 0 0
Sub total 15 9 4 5
The responsibility of Personnel Division extends from Jatshokha Hospital, Ringchengang to BHU,
Bjimithangkha apart from running of the division at Head Office. The manpower of division office is
down sized from 9 to 4. The following category of positions were either reduced or lifted such as UDC
is reduced by 1, computer operator, helper, work supervisor and peon were lifted.
Personnel Division, Medical

Administrative Officer 1 0 0 0
Peon-I 1 1 0 1
Helper 1 1 0 1
Sub total 6 4 1 3
Under the Personnel Division, there is a medical unit which looks after the administration of the medical
services of the BHU Bjimithangka and Jatshokha Hospital. Currently there are 4 staff, however, it is
reduced to 1 as the requirement of separate officials for the above job is not found to be rational. The
overall management of the medical services could be done by the division staff. Only 1 UDC is retained
to assist the division on medical related works and the rest positions like LDC, peon and helpers are
lifted.
40
Personnel Division, Jatshokha Hospital
Medical Specialist/Surgeon Specialist 2 1 1 0
Anesthesiologist 1 0 0 0
General Nurse Midwife 1 1 1 0
Sr. Lab. Tech. 1 0 0 0
Pharmacist 1 0 0 0
Assistant Nurse 1 1 1 0
Operation Theatre Helper 1 1 1 0
Helper 2 2 0 2
Receptionist 1 1 0 1
Driver-II 4 1 1 0
Wet Sweeper-II 1 1 0 1
Watchman 2 0 0 0
Ward Boy 0 0 0 0
Ultrasound Technician 0 0 0 0
Sub total 18 9 5 4
Jatshokha Hospital has 16 staff in total from both the projects including 9 from PHPA-I and 7 from
PHPA-II beside the staff from Ministry of Health, RGoB.
Therefore, the manpower in the medical units of Jatshokha hospital is reduced from 9 to 5 for the
positions such as 2 helpers, 1 receptionist and 1 sweeper were lifted from PHPA-I project.
Personnel Division, BHU

Pharmacy Technician 1 1 1 0
Assistant Nurse/Health Assistant 1 1 1 0
Helper 1 1 1 0
Sub total 3 3 3 0
However, the manpower in the BHU, Bjimithangkha saw no change as there are only three employees
at present and there is no additional staff from RGoB and PHPA-II.
Administration and Labour Unit, Office
Senior Administrative Officer 1 0 0 0
Administrative Officer-I 3 2 1 1
Sungkhob 0 1 1 0
Driver-II 10 1 1 0
Peon 3 3 0 3
Helper 9 4 1 3
Handy Boy 6 0 0 0
ECCD Facilitator 0 3 3 0
41
Watchman 13 5 0 5
The Administration and Labour Unit which is under P&A Circle has 22 staff. The management and the
committee recommended for retention of 7 staff only. Administration & Labour Unit saw the maximum
surplus employees, mainly there was a Chhadri group consisting 9 employees solely for the
Chhadri/preparation as and when there are official functions and VVIP visits in the project area. The
committee recommended to use the manpower required for the Chadri/preparation from Security &
Fire Circle and Civil Construction & Maintenance Unit not limiting to other offices which have
adequate manpower at times of need.
The following positions are either reduced/lifted such as, 1 Administrative Officer, 2 UDC, 1 computer
operator, 3 peons, 3 helpers and 5 watchmen.
Administration and Labour Unit, Labour
Senior Labour Officer 1 0 0 0
Labour Officer-I 2 2 1 1
Labour Inspector 0 3 2 1
Peon-I 1 1 0 1
Helper 1 0 0 0
Driver 1 0 0 0
Sub total 9 9 4 5
The Labour Unit has a total of 9 staff and reduced to 4 by the management and the committee as the
requirement was not that necessary. Since there was excess deployment of manpower,1 Labour officer
and 1 Labour Inspector were reduced and 1 UDC, 1 CO and 1 peon were lifted completely.
Administration & Labour Unit, Thimphu
Liaison Officer-III 1 1 0 1
Labour Officer-III 0 1 1 0
LDC 1 0 0 0
Peon-II 1 2 0 2
Driver 2 0 0 0
Sweeper 1 0 0 0
Subtotal 6 6 1 5
Administration & Labour Unit, Transit Camp, Thimphu
Cook 3 0 0 0
Hostel Assistant -I 1 1 1 0
Laundryman-III 2 1 1 0
Watchman-I 1 1 0 1
Dishwasher 2 1 0 1
42
Assistant Cook/Helper 2 0 0 0
Sweeper-I 1 1 0 1
Subtotal 18 5 2 3
Grand Total 24 11 3 8
The Administration and Labour Unit in Thimphu has 20 staff including 11 from PHPA-I and 9 from
PHPA-II. With the proposal of establishing cost-sharing mechanism between PHPA-I and PHPA-II for
the common facility, it is recommended to retain 4 staff from PHPA-I from 11 employees at present.
Following positions are reduced/lifted accordingly:
1 Liaison Officer is lifted as the liaising works will be multitasked by the Labour Officer. others
positions are 2 computer operator, 2 Peons, 1 watchman, 1 Dishwasher and 1 sweeper are being lifted
as there is enough staff deputed from PHPA-II.
Administration & Labour Unit, Field Hostel, Bjimthangkha
Hostel Assistant-I 1 1 1 0
Head Cook/Cook-II 4 2 2 0
Laundryman-I 1 1 2 -1
Assistant Cook Helper 1 3 2 1
Dishwasher 1 2 2 0
Sweeper 0 2 2 0
Subtotal 8 11 11 0
Administration & Labour Unit, Executive Hostel, Bjimthangkha
Hostel Assistant 1 1 0 1
Head Cook/Cook 4 1 0 1
Laundryman 1 1 0 1
Helper 0 4 0 4
Dishwasher 0 1 0 1
Cook Helper 0 1 0 1
Sweeper 0 2 0 2
Sub total 6 11 0 11
Administration & Labour Unit
Sweeper 3 18 10 8
Wet Sweeper 0 2 0 2
Subtotal 3 20 10 10
Grand total 17 42 21 21
The committee explored the option of merging Field Hostel and Executive Hostel under single
administration owing to the close proximity of two facilities and maintain a common kitchen and
dining. Since the larger portion of the manpower constitute sweepers, i.e. 24 sweepers at present, the
committee recommended to reduce by 50% and retain a common pool of 12 sweepers for the entire
office cleaning and other infrastructures. Upon merger of the two hostels, it is recommended for
reduction/lifting of the following positions from Field Hostel and Executive Hostel: 1 Hostel Assistant,
43
1 cook, 1 laundry man, 1 dishwasher, 1 cook helper and 2 Sweeper, were reduced and 4 helpers were
lifted as found completely not required.
NB: While manpower reduction for this exercise is effected in Executive Hostel, the actual
layoff/retrenchment must be from a common pool of employees from both the Field Hostel and
Executive Hostel.
Liaison Unit, Office, Phuentsholing
Liaison Officer-II 1 1 1 0
Labour Officer 1 0 0 0
Assistant Liaison Officer 0 1 0 1
Upper Division Clerk-I/Lower Division 2 3 1 2
Clerk
Peon-I 2 1 0 1
Helper 2 2 0 2
Wet Sweeper-I 1 1 2 -1
Watchman-I 6 4 4 0
Subtotal 16 14 8 6
Liaison Unit, Maintenance, Phuentsholing
Lapon-II 1 1 0 1
Plumber 0 1 0 1
Carpenter 0 1 0 1
Painter 1 0 0 0
Gardener-I 1 1 0 1
Grass Cutter 0 1 0 1
Subtotal 3 5 0 5
Liaison Unit, Transit Camp, Phuentsholing
Hostel Assistant-I 1 1 1 0
Head Cook-I 5 1 1 0
Laundryman 2 1 1 0
Dry Sweeper 1 2 0 2
Wet Sweeper 1 1 0 1
Cook Helper 1 1 1 0
Gardener 1 1 0 1
Dishwasher 1 1 1 0
House Keeping 3 3 3 0
Subtotal 16 12 8 4
Liaison Unit, Transit Camp, Siliguri
Hostel Assistant 1 1 0 1
Cook 2 2 1 1
Electrician 0 1 0 1
Gardener 0 1 0 1
Subtotal 3 5 1 4
Medical Screening, Phuentsholing
44
Sweeper/Care Taker 0 1 0 1
Subtotal 0 2 0 2
Grand total 38 38 17 21
The manpower of territory liaison offices and units are also studied thoroughly as per the actual
requirement. Currently the liaison office in Punentsholing has two separate unit as Liaison,
Maintenance and Transit camp Phuentsholing and Siliguri. The committee recommended to have
common office for all these units headed by a competent officer. Thorough exercise is done in order
to have optimal uses of manpower in these offices and came to the consensus of retaining only the
actual required staff. The Liaison Unit Punentsholing has 14 staff of which only 8 staff are retained.
The unnecessary position or occupations are either lifted or reduced the manpower such as Assistant
Liaison Officer (1), computer operator (1), peon (1) helper (2) are lifted and others like UDC/LDC
reduced by 1 staff.
The Liaison Unit Punentsholing including the maintenance and transit camp has a total of 31 staff
including 24 from PHPA-I and 7 staff from PHPA-II. Of the 24 staff from PHPA-I only 9 are
recommended to retain, which will make a total of 16 staff including 7 staff from PHPA-II. The
following occupations/positions are hereby will be either reduced or lifted accordingly. Lapon (1),
Plumber (1), carpenter (1), gardener (3), grass cutter (1), sweeper (3), dishwasher (1), hostel assistant
(1), cook (1), electrician (1) and UDC (1) are not requirement as the functionally of the liaison office
and transit are limited due to completion of works in the project. Moreover, there are enough manpower
from the PHPA-II project side to cater the required service.
Finance & Accounts Division
Chief Finance Officer 1 1 1 0
Senior Finance Officer 4 1 1 0
Finance Officer 4 4 4 0
Assistant Finance Officer 4 2 2 0
Senior Section Officer (Accounts) 5 0 0 0
Section Officer (Accounts) 4 2 2 0
Divisional Accountant 3 0 0 0
Senior Accountant/Accountant 2 1 1 0
Cashier 0 0 1 -1
Accounts Clerk 1 0 0 0
Stenographer 1 0 0 0
Office Assistant /Upper Division Clerk- 0 1 1 0
IV
Driver-II 1 1 1 0
Peon-I 5 3 0 3
Helper 0 1 0 1
The office of finance and accounts division has a total of 20 staff including both core finance staff and
other clerical staff. At present, Upper Division Clerk, Lower Division Clerk, Senior Computer Operator
45
and Peons are working as Accountants/Accounts Clerk in deviation to meet the shortage of
Accountants.
However, upon discussion with the Management, it is said that the division has excess mainly on
account of skill mismatch.
Therefore, committee proposed for reduction/removal of following positions: 3 Peons, 3 Sr. Computer
Operators, and 1 Helper.
While it was discussed that requirement of one Cashier shall be met by redeployment of Cashier in
Electrical Division provided that the above Cashier is formally recognized as Cashier from Personnel
and Administration Division.
Environment Division
Chief Environment Officer/ 1 1 1 0
Senior Environment Officer
Environment Officer 0 1 1 0
Junior Environment Officer 4 0 0 0
Driver-III 4 1 1 0
Peon-II 1 1 0 1
Helper 0 14 8 6
Gardener 0 2 2 0
Watchman 2 1 0 1
Sub total 13 24 14 10
Environment Circle is being downgraded to Environment Division with the downsizing of the
employees. This downgrading is effected mainly on account of gradual completion of the
landscaping/demobilization process works. While, there are upcoming works if Barrage comes through,
and also remaining works, it is viewed that this can easily be handled by a Division.
Hence, committee in discussion with the management recommended for reduction of manpower from
24 to 14 employees. Following positions are proposed for reduction or removal:
1 EE (Civil), 1 Computer Operator, 1 Peon, 6 Helpers and 1 Watchman.
Hydro-Mechanical Division
Executive Engineer (Mechanical) 1 0 1 -1
Assistant Executive Engineer 0 1 3 -2
(Mechanical)
Assistant Engineer (Mechanical) 1 2 0 2
Section Officer (Mechanical) 4 1 4 -3
Work Supervisor-II 7 1 0 1
Helper 2 2 0 2
Peon-III 0 1 1 0
Sub total 15 8 9 -1
46
The Hydromechanical Division has 8 working staff. While there is excess manpower namely 1 work
supervisor, 2 peons and 2 AEE (Mechanical), but there is a requirement of 1 EE (Mechanical) and 3
SO (Mechanical) as there are ongoing hydromechanical works at the moment. Hence, the division is
need of one staff.
Dam Circle
Engineer In-Charge/Superintending 1 1 1 0
Engineer (Civil)
Work Supervisor 1 0 0 0
Peon-I 1 1 0 1
Driver-I 1 2 1 1
Helper 2 2 0 2
Sub total 10 11 5 6
The Dam Circle office consists of Dam, HRT and Intake Division. The Dam office has 11 staff and
reduced to 5. The following positions were reduced/lifted as follows: 1 SO (Civil), 1 computer operator,
1 Peon, 1 Driver and 1 helper.
Dam Division
Additional Superintending Engineer/ 1 2 1 1
Executive Engineer (Civil)
Driver-II 2 1 1 0
Handy boy 1 0 0 0
Helper 6 3 0 3
Sub total 34 24 13 11
Dam Division has 24 staff at the moment. However, in discussion with the division heads and the
management, the committee decided to reduce the manpower from 24 to 13. The following positions
are reduced, such as 1 SO(Civil), 6 work supervisor and 1 UDC and 3 helpers were lifted.
47
Intake Division
Assistant Engineer (Civil) 4 0 0
Carpenter 1 0 0 0
Cook 1 0 0 0
Driver-II 1 1 0 1
Peon-I 1 1 0 1
Helper 3 1 0 1
Sweeper 1 0 0 0
Subtotal 33 14 0 14
The Intake Division has 14 staff and all these staff will be required only if Barrage comes and even if
Barrage comes the manpower will be met from the existing two divisions of the powerhouse. Therefore,
it is decided that this manpower is not required and even the entire divisions may be lifted. As of now
there is no HRT works and the manpower is not required under this divisions.
NB: While manpower reduction for this exercise is effected in Intake Division, the actual
layoff/retrenchment must be from a common pool of employees from Dam Circle/Dam Division.
Head Race Tunnel
Deputy Chief Engineer 1 0 0 0
Lapon 1 0 0 0
Work Supervisor 11 0 0 0
Peon-I 3 0 0 0
Driver-I 3 0 0 0
Helper 4 0 0 0
Cook 2 0 0 0
Sweeper 1 0 0 0
Handy Boy 1 0 0 0
Sub total 48 0 0 0
48
Manpower redeployed elsewhere on completion of the task/job.
Powerhouse Circle
Engineer In-Charge/Superintending 1 1 1 0
Engineer (Civil)
Tracer 1 0 0 0
Driver-III 2 2 1 1
Peon 1 0 0 0
Helper 3 2 0 2
Sub total 12 10 4 6
The Powerhouse Circle has two divisions v.i.z. Division -I (UGPH) and Division-II
(PHY/BVC/SS/Infra). The total manpower in the circle office is 10 and out of which the committee
recommended only 4 to be retained. The following positions are to be either reduced or lifted
accordingly. 2 Computer Operator, 1 work supervisor, 1 driver and 1 helper to be lifted as the division
has excess manpower at the moment. However, the LDC will multitask as computer operator and a
driver remaining driver will multitask as peon.
Powerhouse Division-I (UGPH)
Junior Engineer (Civil)-I 1 0 3 -3
Driver-III 1 1 1 0
TC Cook 1 1 1 0
Peon-I 1 1 0 1
Helper 2 3 2 1
Sub total 33 24 13 11
The Powerhouse Division-I has a total of 24 staff and the committee in consultation with divisions
representative and the management reduced to 13. Since 90% of the powerhouse works are completed,
manpower is reduced from 24 to 13. Some of the position being reduced or lifted are 3 So (Civil),1
computer operator and 1 peon is to be lifted and 1 helper, 7 supervisors to be reduced as there is no
more shift system of works.
49
Powerhouse Division -II (PHY/BVC/SS/Infra)
Supervisor-III 11 9 3 6
Peon-I 1 1 0 1
Helper 3 4 1 3
Driver 1 0 0 0
Handy Boy 1 0 0 0
Subtotal 34 22 11 11
The Powerhouse Division-II has total of 22 staff and 50% of the staff are recommended for reduction.
Therefore, the following positions are being reduced or lifted accordingly as follows: 1 AEE (Civil), 6
work supervisors and 3 helpers as there is excess manpower in the divisions following the completion
of powerhouse construction works.
Civil Division
Driver-II 1 1 1 0
Subtotal 2 2 2 0
Civil Construction & Maintenance Unit
Assistant Executive Engineer (Civil) 2 0 1 -1
Junior Engineer/Section Officer (Civil)-I 0 2 4 -2
Fitter-I 1 1 1 0
Assistant Fitter 1 0 0 0
Plumber 1 1 1 0
Painter-I 2 1 1 0
Carpenter-I 1 2 2 0
Peon-II 1 1 0 1
Helper 3 12 10 2
Wet Sweeper-I 0 2 2 0
Sub Total 23 28 23 3
Grand Total 25 30 25 3
From the two independent divisions namely Civil Infra Division and Civil Maintenance Division, it is
proposed to have Civil Division and one unit v.i.z. Civil Division & Civil Construction and
Maintenance Unit respectively. This unit currently has total of 45 staff.
50
The committee downsized the manpower to 25 on merging Civil Infra Division and Civil Maintenance
Division as Civil Division with Civil Construction and Maintenance Unit.
Therefore, position recommended to reduce/lift as follows: 7 Work supervisors, 3 computer operator,
2 peon, 1 EE Civil, 1 AEE(Civil), 1 UDC and 1 driver.
Thus, a total of 20 staff will be downsized from this divisions. This is because about 95 % of the civil
works are completed. On other hand, the construction of recreational facilities and Lhakhang are not
yet decided and budget to this effect is also not provisioned. The remaining manpower can be able to
easily handle the balance works.
Civil Infra Division

Superintending Engineer 1 0 0 0
Assistant Engineer (Elect.) 5 0 0 0
Section Officer (Electrical) 1 0 0 0
Office Superintending 1 0 0 0
Draftsman 1 0 0 0
Driver-II 2 1 0 1
Peon-I 0 1 0 1
Helper 0 2 0 2
Subtotal 45 15 0 15
NB.: While manpower reduction for this exercise is effected in Civil Infra Division, the actual
layoff/retrenchment must be from a common pool of employees from Civil Division and Civil
Construction & Maintenance Unit.
51

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Punatsangchhu-I Hydroelectric Project Authority

Manpower Rationalization Report

APAF Adverse Project Affected Family

1. Acronyms and Abbreviations ..................................................................................................... 1

2. Executive summary ............................................................................................................................................4

6. Literature review .................................................................................................................................................7

10. Bibliography ......................................................................................................................................................29

• Presentation from various offices

i. Virtual meeting with the PHPA-I Management

ii. Presentation from Circles/Divisions

iii. Focused group discussion/Interview

i. Project Organization Chart

ii. Human Resource Information System (HRIS)

iii.Revised Cost Estimate (RCE)

vi. Human Resource Mapping July 2020

With the revision of organogram, it is envisaged to see reduction in manpower requirement as

Sl. Existing Structure Recommended Structure Remarks

4 Office of the Joint Managing Office of the Joint Status quo

ii. Adverse Project Affected Family

Office No. of excess employees

Approved PHPA-I Revised Cost Current Recommended Gap/Excess

External Committee Exercise done from

Revised Cost Estimate

In-House Rationalization Exercise

Gap/excess list by grade

Current Strength Required Strength Excess

Gap/excess list by designation (A)

Current strength Recommended strength Gap/Excess

Current strength Recommended strength Gap/Excess

Designations Current Recommended Excess/

ii. Employer obligations as per service book

The relevant sections and clauses are reproduced as below:

As per PHPA-I Service Rule, Section 27, clause 27.1 Retrenchment

The Retrenchment notice provision as follows:

A Memorandum of Understanding between Ministry of Health, PHPA-I&II and Dzongkhag

i. Multitasking/multiskilling of existing employees

v. Retention of staff at Jatshokha Hospital as Memorandum of Understanding amongst Ministry

vi. Preparation and management of downsizing

vii. Endowment of retrenchment severance benefits

OFFICE OF THE HON’BLE

OFFICE OF THE JOINT

PROJECT MONITORING &

OFFICE OF THE OFFICE OF THE

DAM CIRCLE CONTRACTS &

ENVIRONMENT POWERHOUSE PROCUREMENT STORE UNIT

CIVIL CONSTRUCTION ELECTRICAL

SECURITY & FIRE PERSONNEL &

SECURITY FIRE UNIT WORKSHOP & PERSONNEL ADMINISTRATION LIAISON UNIT

x. Retrenchment in phase manner

xi. Resolve pending promotion cases

▪ Bilateral Agreement between RGoB and GoI regarding PHPA-I, 2006.

Office of the Hon’ble Chairman, Thimphu

Office of the Managing Director

Office of the Director (Technical)

Office of the Director (Finance)

Office of the Internal Audit Unit

Project Monitoring and ICT Division

Electrical Maintenance Division

Security & Fire Circle, Security Division

Approved Position title/Designation Approved Current Proposed Gap/Excess

Deputy Chief Security Officer 1 0 0 0

Personnel & Administration Circle

Personnel Division, Medical