Collective Bargaining, Cooperative, TCD, Jupiter Agreement Schedule


‘JUPITER’ sugars India LTD was founded in 1941 in southern India as a private sugar factory. Later it enhanced its production from 1000 TCD to 8500 TCD in the year 1962.  It was amalgamating many subunits and multi locational products into its main unit.  The company has focused its attention on various projects and substantial resources. Subsequently, they have decided to organize the company into two units one in southern India and one in northern India. 

Sugar industry is a vital agro industry largely depends on agriculture in India and is extremely accountable for creating a major impact on rural economy in particular and the country's economic status on broad-spectrum. Sugar production has a yield in the Indian subcontinent since ancient times. Then subsequently evolutes around the globe1. Sugarcane is a native of tropical Indian domain and spread over to the vital segments of world. Sugarcane plantation would be carried out twice in every year in India. The majority of the sugar production in India takes at regional sugar mills2. Subsequently in the post independence era India contemplated for overall augmentation of sugar industry3.

The Indian sugar industry is independent in its energy needs and further makes additional exportable power through cogeneration. The different byproducts of sugar industry likewise add to the economic development of the nation to advancing various additional industries. Sugarcane has developed as a multi-product crop utilized as an essential raw material for the manufacture of sugar, ethanol, paper, electricity and besides a cogeneration of subsidiary product.


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"NFCSF – National Federation of Cooperative Sugar Factories Limited". Retrieved 2019-06-04. "Cooperative sugar mills seek sops to begin crushing in next season". The Financial Express. 2018-04-17. Retrieved 2019-06-04.

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How to Cite

Nalkurti, A., & Narayanappa, G. (2022). INSIGHTS INTO THE COLLECTIVE BARGAINING PROCESS IN AN INDIAN SUGAR INDUSTRY: A STUDY. International Journal of Engineering Technologies and Management Research, 8(12), 64–68.