The recommendation is part of a draft model document for private port projects submitted by IDFC to the ministry of surface transport.

Among other options listed by IDFC is passing the workforce to private employers with suitable job protection for a fixed tenure at the end of which the private company is left to tackle the excess manpower problem. IDFC has cited the example of Karachi port which has successfully used the option.

IDFC pointed out that if ports opted for a freeze on recruitment, it might take long before manning level goes down. Besides, it would also deny them access to new talent resulting in an aging and conservative workforce isolated from new technology and management practices. The draft, therefore, favoured arecruitment freeze only after new people have been hired and takeover by private sector is complete.

The Port Trusts could also absorb labour into port management before a facility is handed over to the private sector. According to IDFC, this approach has been successful in some ports of other countries. It felt when economic growth is faster and port capacity increases labour could be employed in other logistic exercises like warehousing or be allowed to form cooperative and small organisations for providing services to ports.

In its report, IDFC recommended that wherever there was a sufficient lead time for the government, it could take proactive action to reduce and eliminate the role of trade unions. Such a move was particularly successful in Uruguay, Argentina and Indonesia though it did not bear fruit in Australia.

IDFC was also in favour of carefully designed programme worked out in collaboration with labour for their retraining so that they can even get a job outside. This strategy has beensuccessful in the United States.

Major ports in all employ over one lakh employees. Out of this, the Mumbai Port Trust employs as much as 24,722, the Calcutta Port Trust employs 17,049 and Chennai Port Trust 10,805 persons including officials.

S Sundar committee report on movement of cargo had also studied the manning levels at various ports. It found out that while four persons at Jawaharlal Nehru Port and 2 persons at Calcutta Port were employed for container handling, Mumbai Port used services of 15 and Haldia of 12 for the same job.

Five unions of major ports had earlier rejected uniform manning levels suggested by the Indian Ports Association on the ground that the number of workers per gang handling cargo differs from port to port. They also pointed out that some of the ports were fully mechanised.

The unions are All India Port and Dock Workers' Federation, All India Port and Dock Employees' Federation, Indian National Port and Dock Workers' Federation, Water Transport Workers' Federation ofIndia and Port, Dock and Waterfront Workers' Federation.