
circles,
namely
Plant
Design,
Embankment
Place-
ment,
Mechanical,
Administration
and
Stores,
etc.,
each
under the control of a Superintending
Engineer.
A system of
'Functional
Control'
where
the
person
in
charge was
'responsible
for
each
particular
function
for
the
entire
project,
was in operation
so
as to ensure
the closest technicat supervision.
INspncrroN
AND
Conrnor" DrnncroRATE
In
order to
ensure correctness
of layout,
adherence
to
prescribed
specifications and strict
control
over the
quality
of construction
of
permanent
structures,
this
directorate functioned
under the
charge
of
a
Superin-
tending Engineer who was
directly under
the
adminis-
trative
control of
the
General Manaeer.
The
Directo-
rate also maintained well
equipped
Joil
and
concrete
testing
laboratories
at the dam site.
The
Directorate
was
also responsible for
observing
and
recording
the
data recorded
by
the
embedded instruments
in
the
dam.
The work
relating to the
land
acquisition
and
rehabilitation of oustees
was
also entrusted
to
this
Directorate.
Puncgnse OnceNlzATroN
The
purpose
of machinery, equipment,
plant
and
stores
was
handled
by
a centralised
Purchase Organiza-
tion under
the charge
of a
Superintending
Engineer
designated
as
the
Chief
Purchase
Officer.
This
organization
has
played
a
key role
since the
speedy
completion
of works
is dependent,
to
a
large
extent
upon the
timely delivery
of
plant,
machinery,
spare
parts,
etc.
Resrorr{r Geor,ocrsr
An
Engineering
Geologist
from
the
Geologic.al
Survey of tndia
wai
posted
to the
project
during
itt
entirs construction
period.
The
Resident
Geologist
carried
out detailed
surface
and
sub-surface
geological
mapping
of the foundation
and
assisted
-the
Pfolect
engineers
in
carrying
out the
programme
of
foundation
treatment.
Power Wing
This organization,
headed
initially
by
one
and
subsequently
two Chief
Engineers-one
for
Power
Stations
and
the other
for
Transmission
lines-is
res-
circles.
Accounts
and
Finance
Organization
Under
the sole charge
of
'Financial
Adviser
and
Chief
Accounts
Officer'
this organization
is
respon-
th.
sJstery
of
cen_tral
payment
and
accounting
(popularly
known
as
Model
Scheme),
Financial
Advisei
Regular
Personnel
The
regular
staff, required
for execution of
the
project,
was
originally
drawn
almost
exclusively from
the
Irrigation
Department
of
the
former
Punjab.
With
the
re-organisation
of
the
State,
the
regular establish-
ment working
on
the
project
was
allocated to
the
successor
States
of Punjab
and Haryana. All
the
employees, according
to the
Punjab Reorganization
Act, 1966, continued
to work on
the
project
on the
same terms and conditions
which
were applicable to
them
before
the re-organization.
As and when
the
work-load
increased,
additional
personnel
were
drawn
from the three
partner
States.
However, recruitment
to the
posts
of
junior
officers
aud subordinates
was
made
by
the
project
administration
during the
peak
period
of
construction, when the States
were
unable
to
meet
the demand.
Work-charged
Estublishment
The
workmen
employed on
the
execution
of works
were
work-charged
employees.
The recruitment and
payment
of salary,
etc., to
the workmen,
were
regula-
ted
by a centralized
'Time
Keeping System'.
Such
employees
were
paid
on
the
basis of the
'Schedule
of
Wages'sanctioned
by
the
Beas
Construction
Board
from
time to
time.
Additionally, they
were allowed
fringe
benefits,
like
dearness allowance,
ad hoc
relief,
special
project
allowance, rent-free
residentiatr
accommodation,
free medical
aid,
etc.
The
service
conditions, viz.,
leave,
punishment
and
appeal
procedures,
etc.,
of such
employees
were
aicording
to
the
'Certified
Standing
Orders',
made
applicabG
after
certifying by
the
Chief
Labour
Commissioner.
For other matters
such
as accidents,
compensation,
retrenchment;
gratuity, emqloyees
profident
fund, etc.,
statutory
provisions
of
labour
laws
of
the
country
were applicable.
205