The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.

1. CASE ANALYSIS
SAKSHI SHARMA

2. MAHINDRA AND MAHINDRA
NASHIK PLANT (IGATPURI)
• The plant employs around 4,000 workers and
produces most of the M&M models such as the Xylo,
Bolero, Quanto and Scorpio besides the mid-size
sedan Verito.
• M&M has already incurred loss of production of
around 500 vehicles so far. In terms of revenue loss,
it is estimated to be around Rs 25 crore.

3. ISSUE
• The strike is a result of a fallout of the suspension of
two workmen on disciplinary grounds.
• The hunger strike by the two senior union leaders,
who were demanding immediate signing of the wage
accord by the company.
• One of the union leader was suspended.
• The union is demanded inflation-linked wage
revision, besides restricting the wage agreement
period to three years against the present three-anda-half years.

4. WHAT MANAGEMENT WANTED?
• The company wants the two leaders to end their
hunger strike and then come for negotiations while
the union leaders are firm on their stand that it
should first sign the wage hike agreement, which it
has been negotiating with the union for the past
almost five months.

5. NEGOTIATION
• The management wanted to increase production 25
per cent before considering the wage hike demand.
• Also, against the union’s proposal of a Rs 10,000 hike,
the management’s offer is only Rs 6,400, which is
even lower than the one proposed by the DLC.
Labour department proposed increment of Rs 8,662.

7. NOKIA SIEMENS

8. • In August 2009, the workers at Nokia went on strike.
• According to a report, the strike started suddenly on
13th August 2009,after announcement of the new
pay proposal with a salary hike of only Rs 200 per
month.

9. • The workers argued that this was equivalent to no
hike in salary despite repeated requests.
• The workers’ union had initially demanded a hike
in salary in 2008, which was not met.
• In 2009, citing problems caused by the recession,
demands for wage hikes were also denied. The
workers went on strike.

10. • The strike effectively continued for only two days,
but the production of 300,000 handsets was
affected.
• There was a very quick response from the Labour
Department pressuring the workers to stop the strike
and give time to settle the dispute.
• On 14th August, management agreed to talk to the
workers regarding their demands and also offered a
salary hike of Rs 1400 per month.

11. • It is also interesting to note that trade union wing of
ruling DMK party the Labour Progressive Federation
(LPF) had formed a trade union in- Nokia Workers’
Progressive Union, affiliated to LPF.
• Through those negotiations, a wage pact was finally
signed between management and the LPF giving the
workers a salary hike of Rs 1500 per month.

12. AGAIN STRIKE IN 2010
• The strike lasted for three days and ended
after assurance from the company that the
suspended workers would be taken back.
JULY 2010
• The management was in the process of finalizing a
long term wage settlement with the union, but a
fraction of the workers were opposed to the
proposed settlement. The demand was also to
reinstate the suspended workers.

13. JUNE 2013
• The employees backed by the CITU (Centre of Indian
Trade Unions) went on strike on June 7 demanding union
recognition, reinstatement of some suspended workers
and wage hike.
• While the CITU claimed that about 120 employees
were on strike, the company maintained only 60
stayed away from the work.

14. • The contract included 700 workers in it.