Download - A Project Report Final
A PROJECT REPORT
On
EMPLOYEES WELFARE MEASURE
At
VIKRAM WOOLLENS, MALANPUR (M.P)
(A UNIT OF ADITYA BIRLA GROUP)
Submitted to
Jiwaji University
Gwalior
For the partial fulfillment of the award of
Master of Business Administration
(2010-2012)
Submitted by
Sakshi Arora
PRESTIGE INSTITUTE OF MANAGEMENT
GWALIOR (M.P.)
DECLARATION
I, Sakshi Arora, student of MBA II semester from “Prestige Institute of Management” affiliated
to Jiwaji University, Gwalior declare that all the information, fact & figures represented in this
report entitled “Employees Welfare Measure” are actually based on the material and data
collected by me.
Date: Sakshi Arora
Place: MBA II Semester
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ACKNOWLEDGEMENT
I express my deep sense of gratitude and indebtedness to Mr. S.P Hans for his valuable
guidance, consistent encouragements untiring and continuous supervision and support at every
stage of project.
My sincere thanks to Mr. Adhir Jain, Mr. Yogesh Chouhan & Ms. Bhavana Sharma for his
valuable guidance in successful completion of my project work
I am also thankful to Prof. Gaurav Jaiswal Prestige institute of management, Gwalior. For their
help, support and interest in our work and for providing facility to carry out the project work.
At last but not the least I express my thanks to all those who directly or indirectly helped us and
encouraged us in carrying of this work.
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CERTIFICATE
This is to certify that Ms.Sakshi Arora students of MBA IInd Semester of Prestige Institute of
Management Gwalior, has completed her summer training of 6 weeks (from 15 th May 2011 till
30th June 2011) and prepared this report under my guidance.
(Employees Welfare Measure)
Prof. Gaurav Jaiswal
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CONTENT
1) Introduction of Organization………..………………………………………………...…6
2) Organization Structure………………………………………………………………..….11
3) Financial Performance…………………………………………………………...………12
4) Personnel: recruitment process, personnel policies,
Training & Development, Welfare activities……………………………………………14
5) Production/Operations: products/services offered,
Quality control, material planning, future plans……………………………………...…21
6) Marketing: areas of operation, competitors,
Market share, advertising and sales promotion…………………………………………23
7) Strength & Weakness of Organization…………………………………………….…….25
8) Suggestions………………………………………………………………………………25
9) Board of directors………………………………………………………………………..26
10) INTRODUCTION- Employees Welfare Measures………………………….…………..28
11) Objectives of employees welfare…………………………………………………..……31
12) Types of welfare activities in Vikram Woollens………………………………………..32
13) Suggestion And Implication…………………………………………………………….36
14) Conclusion………………………………………………………………………………37
REFRENCES……………………………………………………………………38
ANNEXURE…………………………………………………………………….39
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COMPANY PROFILE
A US$ 30 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is
anchored by an extraordinary force of 130,600 employees, belonging to 40 different
nationalities. In the year 2009, the Group was ranked among the top six great places for leaders
in the Asia-Pacific region, in a study conducted by Hewitt Associates, RBL Group
and Fortune magazine. In India, the Group has been adjudged the best employer in India and
among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study 2007.
Over 60 per cent of the Group's revenues flow from its overseas operations. The Group operates
in 27 countries – Australia, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France,
Germany, Hungary, India, Indonesia, Italy, Korea, Laos, Luxembourg, Malaysia, Myanmar,
Philippines, Singapore, Sri Lanka, Switzerland, Thailand, UAE, UK, USA and Vietnam.
Globally the Aditya Birla Group is:
A metals powerhouse, among the world’s most cost-efficient aluminum and copper
producers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3
biggest producers of primary aluminum in Asia, with the largest single location copper
smelter
No. 1 in viscose staple fiber
The 4th largest producer of insulators
The 4th largest producer of carbon black
The 11th largest cement producer
Among the world’s top 15 BPO companies and among India’s top 4
Among the best energy efficient fertilizer plants
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In India:
A premier branded garments player
The 2nd largest player in viscose filament yarn
The 2nd largest in the Chlor-alkali sector
Among the top 5 mobile telephony companies
A leading player in Life Insurance and Asset Management
Among the top 3 super-market chains in the Retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not
come in the way of the need to keep learning afresh, to keep experimenting.
Beyond Business – The Aditya Birla Group is:
Transcending business for over 50 years now, the Group has been and continues to be involved
in meaningful welfare-driven initiatives that distinctly impact the quality of life of the weaker
sections of society in India, South-East Asia and Egypt.
In India, the Group's social projects span 3,000 villages. It reaches out to seven million people
annually through the Aditya Birla Centre for Community Initiatives and Rural Development,
spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education, sustainable livelihood,
infrastructure and espousing social causes.
The Group runs 42 schools, which provide quality education to over 45,000 children in India's
interiors. Of these, over 18,000 children receive free education. An additional 8,000 students
receive merit scholarships. Likewise at its 18 hospitals in India, more than a million patients are
given extremely subsidized medical care. To embed corporate social responsibility as a way of
life in organizations, the Group has set up the FICCI – Aditya Birla CSR Centre for Excellence,
in Delhi.
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The Group transcends the conventional barriers of business and reaches out to the marginalized
because of its conviction of bringing in a more equitable society.
in Working 3700 villages
Reaching out to 7 million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on : health care, education, sustainable livelihood, infrastructure and espousing
social causes
Running 41 Schools and 18 Hospitals
Transcending the conventional barriers of business to send out a message that “We Care”
ABOUT UNIT
“VIKRAM WOOLLENS (VW) is a unit of highly diversified industrial conglomerate, Grasim
Industries Limited, which forms part of Asia’s major commercial & industrial empire - The
Aditya Birla Group”.
VW is worsted Spinning Plant set up with a State-of-the-Art Technology in the year 1995 with
the production capacity of 1440 tons/annum. Unit is catering the demand of high end worsted
consumers both internationally as well as in domestic market. Product quality is well accepted in
international market and now unit is expanding its business with the clear vision ‘TO BEAT
THE BEST’.
The unit commenced production on November 1995. The unit has modern spinning and dyeing
equipments with an installed capacity of 8832 spindles. The machines are imported from various
countries like France, Germany, Switzerland etc. the unit is manufacturing and marketing
100.00tons yarn per month
Unit is accredited with
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DIN EN ISO 9001:2000 (Quality Management System),
DIN EN ISO 14001 (Environmental Management System)
OHSAS 18001:1999 (Occupational Health & Safety Management System
BEST PRACTICES IN VIKRAM WOOLLENSS
Work Environment (5s)
JIT (just in Time)/ Supply Chain Management
Customer Driven: Internal & External
Equipment Effectiveness
Waste (MUDA) elimination
Liaison Team Force & Skill Development
Quality First Six Sigma/ SQM & Best development
Information system/ BPR technology & cash flow
MANAGEMENT PHILOSOPHY
VISION
To achieve and sustain the World Class Status in all areas.
MISSION
Establish ourselves as the first choice of our employees, customers and stakeholders.
GOALS
Zero Defects
Zero Waste
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Zero Equipment Losses
Zero Accidents
Zero Pollution
MANAGEMENT PROFILE
UNIT HEAD : Mr. Kanval Gandhi
H.R. HEAD : Mr. S.P. Hans
COMMERCIAL HEAD : Mr. P.C. Kesharwani
DYE HOUSE HEAD : Mr. O.P. Ojha
SPINNING HOUSE : Mr. S. Aher
ENGINEERING HEAD : Mr. H.K. Fandot
BANKERS : Central Bank of India
State Bank of India
Axis Bank
REGISTERED OFFICE : Grasim Industries Ltd.
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Stable, Fiber, Division
Birla Gram Nagda
(M.P.) 456331
ORGANISATION STRUCTURE
Mr. Kanval Gandhi
(UNIT HEAD)
Mr. S.P.Hans Mr.Shekhar Aher Mr. O.P.Ojha Mr.H. Fandot
DGM (P&A) G.M (tech) Jt.G.M(Dyeing) Mgr.(ENGG.)
Asst.Mgr.Spinning Asst. Mgr Post Spinning Dyeing Mgr Dyeing Officer
Deputy Mgr Deputy Mgr. Asst. D.M.
Sr. Foreman Foreman
Shift Officer Shift Officer Shift Officer (mech.) (elec.)
Operator Operator Operator Electrician
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Fitter D.G Operator Boiler Operator
FINANCIAL PERFORMANCE
P&L A/C
Particulars schedule 31st march 2010 31st march 2009
INCOME
sales 388,918,575.00 302,618,656.00
Less excise duty 12,39,038.00 387,679,537.00 37,56,103.00 298,862,553.00
Other income 9 42,197,536.00 47,091,007.00
Increase or decrease in stocks
10 65,69,056.00 19,747,129.00
423,308,017.00 365,700,689.00
EXPENDITURE
Raw material consumed 11 231,174,966.00 194,766,261.00
Purchase of finished goods
18,879,638.00
Manufacturing expenses 12 93,549,406.00 86,315,130.00
Payments provisions for employees
13 40,195,588.00 37,318,138.00
Selling distribution 14 19,854,610.00 19,837,751.00
Administration other expenses
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Interest 15 1,755,415.00 4,916,278.00
Depreciation (schedule)
11,048,639.00 10,522,013
397,578,624 372,555,209
Profit before tax 25,729,393.00 6,854,520
fringe benefit tax 192,000.00
Profit/loss (carries to ) 25,729,393.00 71,051,520.00
BALANCE SHEET
Particulars Schedule 31st march 2010 31st march2009
SOURCES OF FUNDS
Head office 1 247,919,728.00 181,623,476.00
Loan funds 2
Secured loan 68,73,559.00 55,037,054.00
Total loans 254,793,287.00 236,660,530.00
APPLICATIONS OF FUNDS
FIXED ASSETS
Gross block 3 585,473,249.00 582,074,417.00
Depreciation 456,520,487.00 446,113,976.00
Net block 128,952,762.00 135,960,441.00
Add; CWIP 0.00 128,952,762.00 0.00 135,960,441.00
Current assets, loan and
Inventories 4 93,060,131.00 86,770,380.00
Sundry debtors 5 44,825,509.00 39,771,874.00
6 111,301.00 182,015.00
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Loans and advances 7 18,497,893.00 16.194,938.00
156,494,834.00 142,919,207.00
Less current liabilities 8 30,654,309.00 125,840,525.00 42,219,118.00 100,700,089.00
Total 254,793,287.00 236,660,530.00
ACC. POLICIES & NOTES ON ACCONTS
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RECRUITMENT PROCESS
Recruitment refers to the process of attracting, screening, and selecting qualified people for
a job. For some components of the recruitment process, mid- and large-size organizations often
retain professional recruiters or outsource some of the process to recruitment agencies.
The stages in recruitment include sourcing candidates by advertising or other methods, screening
potential candidates using tests and/or interviews, selecting candidates based on the results of the
tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role
effectively.
The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time.
A general recruitment process is as follows:
1. Identifying the vacancy:
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
Posts to be filled
• Number of persons
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• Duties to be performed
• Qualifications required
2. Preparing the job description and person specification.
3. Locating and developing the sources of required number and type of employees
(Advertising etc).
4. Short-listing and identifying the prospective employee with required characteristics.
5. Arranging the interviews with the selected candidates.
6. Conducting the interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.
RECENT TREND IN RECRUITMENT-
OUTSOURCING-
In India, the HR processes are being outsourced from more than a decade now. A company may
draw required personnel from outsourcing firms. The outsourcing firms help the organization by
the initial screening of the candidates according to the needs of the organization and creating a
suitable pool of talent for the final selection by the organization. Outsourcing firms develop their
human resource pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the
organizations for their services.
Advantages of outsourcing are:
1. Company need not plan for human resources much in advance.
2. Value creation, operational flexibility and competitive advantage
3. Turning the management's focus to strategic level processes of HRM
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4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.
5. Company can save a lot of its resources and time
Therefore, Vikram Woollens done recruitment and selection through refrences.
PERSONNEL POLICIES
Personnel policies define the treatment, rights, obligations, and relations of people in an
organization. They are the blueprints by which the organization runs--the rules and procedures
that protect workers (and the organization) from being abused, put them in control of their jobs,
and keep them from making errors that will hurt the organization or one another. A policy then
may-
i. Be specific or general in its institution
ii. Deal with one or many, aspect of a problem
iii. Place limits within which action is to be taken
iv. Specify the stops to be taken
There are essentially three types of personnel policies that our organization have-
General Policies have to do with the basic structure, philosophy, and rules of the
organization. They deal with issues ranging from equal opportunity in hiring and
advancement to conflicts of interest, sexual harassment, alcohol in the workplace, and
Internet usage.
Hiring and Employment Status Policies involve the worker's employment relationship
with the organization -- hiring, firing, and everything in between. Here is where pay
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scale, title, promotions, and performance reviews are laid out. These policies also cover
benefits, employees' rights, and reasons for termination.
Everyday Procedural Policies deal with issues that affect the everyday life of the
worker (or volunteer), and the day to day operation of the organization. They generally
include the hours employees are required to be at work, how workers should dress, when
they get paid, and issues of security, as well as guidelines for how things are done in the
organization.
Personnel policies may include-
Introductory Materials
Personnel policies often begin with a welcome, a brief history of the business, a statement
of the company's values and a description of its organizational structure.
Policies
The policies should include comprehensive information about workplace rules; for
example, hours, attendance, pay, benefits, supervision and discipline.
Legal Issues
Personnel policies should also include discussion of sensitive legal issues like sexual
harassment and employee safety regulations.
Effectiveness
To be effective, the policies must be distributed to every employee. The policies should be
reviewed during employee orientation and during periodic training sessions.
Warning
Employers should avoid making unconditional promises in their personnel policies.
Implying that an employee who follows the rules will never is fired.
Vikram Woollens follows following policies-
Ensure availability of skilled manpower
Continuous harness human resources and develop their potential for organization and self
development
Ensure cordial relation among employees
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Add value to society.
Timely statutory compliance.
TRAINING & DEVELOPMENT
The quality of employees and their development through training and education are major factors
in determining long-term profitability of a small business. If we hire and keep good employees, it
is good policy to invest in the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training
for current employees helps them adjust to rapidly changing job requirements.
Therefore, Vikram Woollens provide training to their employees every month once or twice as
per needed for their and company’s development.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
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Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and developing
its workers, including:
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
TRAINING METHODS-
On-the-job training is delivered to employees while they perform their regular jobs. In
this way, they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A timetable should be
established with periodic evaluations to inform employees about their progress. On-the-
job techniques include orientations, job instruction training, apprenticeships, internships
and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction and
laboratory training. Most of these techniques can be used by small businesses although,
some may be too costly.
Evaluation of training:
Training is to be evaluated several times during the process. Determine these milestones when
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we develop the training. Employees are evaluated by comparing their newly acquired skills with
the skills defined by the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals. Many training
programs fall short of their expectations simply because the administrator failed to evaluate its
progress until it was too late. Timely evaluation will prevent the training from straying from its
goals.
If it is found that there no noticeable improvement after a training session in the employees, then
we again conduct the training for there development.
WELFARE ACTIVITIES
Employee or labour welfare is comprehensive term including various services, benefits and
facilities offered to employee by the employer. Through such fringe benefits the employer
makes life worth living for employees. The welfare amenities are extended in addition to normal
wages and other economic rewards available to employees as per the legal provisions.
CANTEEN-
A canteen has contracted for the convenience of the employees. It’s the common canteen
for all the employees (at subsidized rates). It works in all the three shifts as per the timings.
The canteen services are available for those employees who need to take meals on
staggered basis due to continuous run of some departments/equipments.
VIKRAM STAFF CLUB-
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In order to have a recreation time to time, they have formed a Vikram Woollens staff club
which organizes number of activities on different number of occasions. The activities
include both cultural and sports and a picnic is arranged once in a year.
CONVEYANCE-
A staff bus is provided for all the employees and workers as this unit are far away from
the city, this facility is available for all the shifts.
PRODUCTION/OPERATIONS
PRODUCTS AND SERVICES OFFERED IN VIKRAM WOOLLENS
VIKRAM WOOLLENS offer wide variety of Dyed Spun Yarn in pure Wool and its Blends with
Polyester, Angora, Kid Mohair, Camel Hair and other specialty Fiber
A) BLENDS
Wool 100%
Wool / Polyester
Wool / Silk
Wool / Alpaca
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Wool 100% Alpaca
Wool / Cashmere
Wool / Fine Animal Hairs
Wool Nylon
Wool Viscose
B) RANGE
Conventional
Dyed solids, Mélange & Vigro Printed
Single and Multifold
Crepe (High Twist)
Siro Spun
C) COUNT RANGE
Conventional Spun Yarn : NM 16 to 120
Siro Spun: NM 2/48 to 2/76
Siro Lycra: NM 2/40 to 2/76
Wool Nylon: NM 2/28 to 2/48
Wool Silk: NM 2/30 to 2/120
D) APPLICATIONS
Apparel
Furnishing
Socks
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Shawls, Stoles & Scarves
QUALITY CONTROL
To produce globally Competitive Quality Yarn.
Total Customer Satisfaction, both Internal and External.
Create and Maintain Clean, Safe and Pleasant Working Environment.
Follow a System leading to continuous Improvement in Technology and Human
Potential.
MATERIAL PLANNING
To produce a wide variety of dyed spun yarn in pure wool.
To produce more range of siro spun and siro lycra
FUTURE PLANS
To enhance the plant capacity
To increase the production
To produce wide range of variety
To serve the best to the customers
To adopt the new technology
MARKETING
Marketing is the process whereby society, to supply its consumption needs, evolves distributive
systems composed of participants, who, interacting under constraints - technical (economic) and
ethical (social) - create the transactions or flows which resolve market separations and result in
exchange and consumption.
AREA OF OPERATION
Apparel
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Furnishing
Socks
Shawls, stoles & scarf’s
Knitting
This product range is well known for its branded suiting. Its brand has differentiated itself as a
power of fashion with several innovative fabrics.
COMPETITORS OF VIKRAM WOOLLENS
Jindal woollens industries
K.D.R woollens industries
Brahma woollens industries
Imperial woollens industries
Rajasthan woollens industries
Asian woollens industries
MARKET SHARE OF VIKRAM WOOLLENS
Grasim, which enjoyed second largest share of the over the counter (OTC) segment with a nearly
20 per cent market share, targeted a 20 per cent growth in the coming years. Grasim earned 30
per cent from export and 70 per cent from retail sales.
ADVERTISING & SALES PROMOTION
Advertising is the dissemination of information by non-personal means through paid media
where the source is the sponsoring organization.
Sales promotion is the dissemination of information through a wide variety of activities other
than personal selling, advertising and publicity which stimulate consumer purchasing and dealer
effectiveness.
Vikram Woollens advertise through following-
Newspapers and magazines;
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Television broadcasts;
Through press releases;
Novelties bearing advertising messages and Signature of the advertiser.
Circular of all kinds, (whether distributed by mail, by person, thorough tradesmen, or by
inserts in packages);
Vikram Woollens supplies in
Bhilwada
Chilwada( M.P.)
Mumbai
Gujarat
Kanpur
Ludhiana
Chandigarh
Mysore
STRENGTH AND WEAKNESSES OF VIKRAM WOOLLENS
STRENGTH-
Medical facility as & when required.
Scholarships to meritorious children of employees.
Internal and external customer survey through standard formats.
Organizational health study.
Best attendance award annual basis.
Innovation activity.
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Performance appraisal of staff and workers.
WEAKNESS-
Workers are less educated.
Limited production.
SUGGESTIONS-
There should be weekly sessions on employee’s education.
Unit should be expanding in order to increase the production capacity.
SPECIAL POINTS-
Staff is very co-operative.
Training module provided to workers.
Provide various Welfare schemes for workers.
Board of Directors
Mr. Kumar Mangalam Birla, Chairman
Mrs. Rajashree Birla
Mr. M. L. Apte
Mr. B. V. Bhargava
Mr. R. C. Bhargava
Mr. A. K. Dasgupta
Mr. Shailendra K. Jain
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Mr. D. D. Rathi
Mr. Cyril Shroff
Dr. Thomas M. Connelly
Mr. Adesh Gupta (Whole-Time Director)
Mr. K. K. Maheshwari (Whole-Time Director)
Business Heads-
Mr. K. K. Maheshwari, Viscose Staple Fibre
Mr. O. P. Puranmalka, Cement
Mr. Lalit Naik, Chemicals
Mr. Pranab Barua, Textiles
Manager & Chief Financial Officer-
Mr. Adesh Gupta
Company Secretary-
Mr. Ashok Malu
DEPARTMENT HEAD-
Mr. Satya Pal Hans (DGM, P&A, HR at VIKRAM WOOLLENS, MALANPUR Unit Grasim
Inds Ltd)
E-Mail ID- [email protected]
CONTACT DETAILS-
Address : Plot GH - I to IV Ghironghi, Malanpur
Telephone No. : 91-1681-3602
Fax No. : 91-1681-3339
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EMPLOYEE/ LABOUR WELFARE
INTRODUCTION-
Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not
be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of
working conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and their
families.
Labour welfare entails all those activities of employer which are directed towards providing the
employees with certain facilities and services in addition to wages or salaries.
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According to Arthur James Todd,”Labour welfare means anything done for the comfort and
improvement, intellectual or social, of the employees over and above the wages paid which is not
a necessity of the industry”.
Article 154 of the ROC Constitution stipulates that employer and employee should cooperate
with each other in order to enhance business. Based on this principle, the Basic Labour Law was
enacted, ensuring labour rights, establishing employer-employee ethics, increasing productivity,
and promoting economic development.
Labour welfare has the following aims:
To provide better life and health to the workers.
To make the workers happy and satisfied.
To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
FEATURES OF LABOUR WELFARE-
The basic features of labour welfare measures are as follows:
Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining
Labour welfare schemes are flexible and ever-changing. New welfare measures are added
to the existing ones from time to time.
Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
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The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce. The very logic behind providing welfare
schemes is to create efficient, healthy, loyal and satisfied labour force for the
organization. The purpose of providing such facilities is to make their work life better
and also to raise their standard of living.
The important benefits of welfare measures can be summarized as follows:
They provide better physical and mental health to workers and thus promote a healthy
work environment·
Facilities like housing schemes, medical benefits, and education and recreation facilities
for workers’ families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors such as substance abuse, etc are reduced to a
greater extent by the welfare policies.
PRINCIPLES OF EMPLOYEE WELFARE SERVICE-
Following are generally given as the principles to be followed in setting up a employee welfare
service:
The service should satisfy real needs of the workers. This means that the manager must
first determine what the employee’s real needs are with the active participation of
workers.
The service can be handled by cafeteria approach. Due to the difference in Sex, age,
marital status, number of children, type of job and the income level of employees there
are large differences in their choice of a particular benefit. This is known as the cafeteria 30
approach. Such an approach individualizes the benefit system though it may be difficult
to operate and administer.
The employer should not assume a benevolent posture.
The cost of the service should be calculated and its financing established on a sound
basis.
There should be periodical assessment or evaluation of the service and necessary timely
on the basis of feedback.
OBJECTIVES OF LABOUR WELFARE-
To ensure welfare of labours.
To create healthy and cordial industrial relationships between the labours and employers.
To mediate in industrial complaints/disputes and ensure industrial peace.
To enforce various labour laws, thereby ensuring welfare of the workers.
To provide relief and due benefits to labourers through judicial work.
It helps to improve employee productivity.
To ensure education, rehabilitation and other welfare of released child labourers through
National Child Labour Projects.
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To undertake survey and research work under various labour laws.
To generate revenue for the state by receiving registration fee under different labour laws.
To provide better life and health to the workers.
To make the workers happy and satisfied.
To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.
It should be based on an intelligent prediction of the future needs of industrial
work, and be so designed so as to offer a cushion to absorb the shock of
industrialization and urbanization on workers and Administratively viable and
essentially development in outlook.
Raise the standard of living of workers by indirectly reducing the burden on their
purse.
TYPES OF WELFARE SERVICES IN VIKRAM WOOLLENS-
Welfare services relate to physical and social well-being of the employees both within and
outside the organization. Within the organization, these include provision of medical benefits,
recreational facilities, canteens, rest rooms etc. They may also include meals and refreshments
supplied at subsidized rates to the employees. But outside the organization, welfare arrangements
include provision of housing accommodation, education of children of employees, medical
advice for the family etc.
Therefore, following are the benefits that Vikram Woollens provides to their employees:
A). Intramural facilities:
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Intramural facilities are those facilities which are provided within the establishment such as rest
centres canteen, uniforms etc.
Drinking Water- Sufficient arrangements have made to provide and maintain suitable
supply of wholesome drinking water at suitable points at all working hours.
Facility for sitting- Vikram Woollens has provided suitable sitting arrangements for
employees.
Health and Medical facilities- Vikram woollens provide first aid appliances or
cupboards equipped with the prescribed contents to be readily accessible during all
working hours which shall not be less than for one hundred and fifty employees. And,
there is always an ambulance ready in severe cases.
Latrines, Urinals, Spittoons- Latrines, urinals and Spittoons in sufficient number
have been provided at convenient places and maintained in a clean and hygienic co
addition.
Canteen- A canteen has contracted for the convenience of the employees. It’s the
common canteen for all the employees (at subsidized rates). It works in all the three shifts
as per the timings. The canteen services are available for those employees who need to
take meals on staggered basis due to continuous run of some departments/equipments.
Bathroom- According to Government rule clean bathrooms are maintained at Vikram
Woollens, adequate water supply, lighting and drainage arranged emit should be in
provided in the bathrooms.
Lighting- Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.
B). Extramural Facilities:
Extramural facilities are those facilities which are undertaken outside the establishment such as
child welfare, transport facility etc.
OBJECTIVE-
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The objective of the company behind providing these facilities is to maintain peace and cordial
and friendly relations and to recreate, develops and educates the employees. Through these
activities the company tries to improve the quality of its employees.
Personal Health Care (Regular medical check-ups)- Vikram Woollens provide
the facility for extensive health check-up once in a year.
Conveyance/Transport Services- A staff bus is provided for all the employees and
workers as this unit are far away from the city, this facility is available for all the shifts.
There is a common bus for all the staff.
Housing facility- Vikram Woollens provide adequate and suitable shelters for the
workers and their family who come from outside cities to work.
Social Security Benefit- Vikram Woollens runs a social security scheme in which the
company pays 4.75% and the employee pays 1.75% in case of any severe accident, for
the medical treatment. The employee is only eligible for this scheme if his attendance is
at least 72 days or more.
Old-age benefit- On the retirement, the company gives 12% provident fund (that is
employee provident fund-8.33% and Employee Family Pension-3.67%) to the employee,
of their income every month.
Vikram Woollens Staff Club - In order to have a recreation time to time, they have
formed a Vikram Woollens staff club which organizes number of activities on different
number of occasions. The activities include both cultural and sports and a picnic is
arranged once in a year.
Crèches- Since no female is employed inside the factory so there is no provision of
crèches in Vikram Woollens.
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.OBJECTIVE OF THE STUDY-
To know the various welfare activities provided to the workers.
To know the employees perception towards Welfare Facilities of Vikram Woolens.
To open New Vistas.
RESEARCH METHODOLOGY-
The project was exploratory in nature and required data collection to achieve the desired
objective.
SAMPLE GROUP-
For the purpose of finding a sample group was selection on the basis of welfare activities
and on the random basis of different factors involved like Transport facilities, cleanliness,
washroom, library facilities, training facilities etc.
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SAMPLE SIZE-
No. of employees 140
DATA COLLECTION-
Collection of primary data:
Primary data was collected by questionnaires which have been filled by the
employees and interviews of the sample group. Results were interpreted by the
means of their response.
Secondary data collection:
Besides the methods stated earlier more information was collected during informal
talk with the employees and from other documents provided by the organization.
SUGGESTIONS
While assigning work to the employees, the management should also take into
consideration the interests of the employees.
To motivate employees to work hard and perform better, management should start
providing rewards to the employees, for example- ‘employee of the month’ and the like.
Good work should be appreciated.
Right person should be at the right place
Rules and regulations should be applicable to all.
Vikram Woollens, Malan purities provided should be up to the mark.
Primary importance should be given to talent and not to relations.
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Not any kind of discrimination should be made.
Primary importance should be given to target, if someone achieves his target, he should
be free to do whatever he likes, and for example he may leave the plant.
Sufficient holidays should be provided to the employees so that they can also spend some
of their time with their family members, because family is place from where we all get
our energy.
Experienced persons should be given prime importance, in case they are talented, creative
and enthusiastic, because they are invaluable diamonds of the company.
And if they are leave the company by getting annoyed from the company policies, company may
lose its charm.
Finally, I would like to recommend the management that it should listen each and everyone
carefully and should also take some necessary steps to remove his or her problem.
CONCLUSION-
From the analysis it can be concluded that Vikram Woollens is providing a number of welfare
facilities to its labours for their benefit and their development. I have done a comparative study
on the satisfaction level of the labours with the welfare facilities. The result shows that the
responses of all the labours are similar, means if one labour is satisfied with the things then other
labours are too satisfied and if one labours is not satisfied with some of the welfare activities
then the other labour have the same level of satisfaction.
After studying the response from the questionnaire, answered by labours, I found that vikram
woollen is the organization which thinks for the welfare of their labours and other staff members.
Results of questionnaire shows that vikam woolen provides quite bus facilities, quality of food in
the canteen is good, cleanliness of the buses and the canteen is upto the mark, behaviour of bus
driver and conductor is good so as of canteen staff, proper sitting facilities in the premises, good
drinking and sanitary facilities, good welfare schemes for labours and other staff members.
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In tacit way working condition in vikram woollen is conducive for each level of management.
REFERENCES-
http://www.hrmnotes.com/employee-welfare
http://rajlabour.nic.in/objective.htm
http://industrialrelations.naukrihub.com/employee-welfare.html
http://lalitkhungar.xanga.com/671287486/employee-welfare-in-human-resource-
management/
http://www.ankitakulkarni.com/human-resource-management/employee-welfare
http://blogs.siliconindia.com/Jyotionnet/Employee_Welfare-bid-
F941ap7D79656261.html
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QUESTIONNAIRE
Q1. VªkaliksVZ lEca/kh f’kdk;rksa dks@leL;kvksa dks
lquk tkrk gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q2. D;k vki dsUVhu esa fn;s tkus okys Hkkstu dh
xq.koRrk ls larq"V gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
39
4- larq"V 5- iw.kZ larq"V
Q3. D;k cl fu;fer vkSj fu/kkZfjr le; ij vkrh gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q4. D;k dsUVhu esa QuhZpj cSBus gsrq lqfo/kk mi;qDr
gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q5- esjh ;wfuV esa iznku dh tkus okyh dY;ku
lqfo/kk;sa ,oa [ksydwn izfr;ksfxrk;sa Ik;kZIr
gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q6- dsUVhu esa dke djus okyksa ds O;ogkj ls vki lqrq"V
gS%&
40
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q7- daiuh }kjk miyC/k djk;s gqbZ VªkaliksVZs’ku
lqfo/kk ls vki larq"V gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q8. ilZuy foHkkx }kjk Jfedksa ds ixkj laca/kh f’kdk;rksa
leL;kvksa dks le; ij lquk
tkrk gS@fd;k tkrk gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q9. D;k cl esa lkQ lQkbZ dk /;ku fn;k tkrk gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
41
Q10- D;k pkyd vkSj ifjpkyd ds O;ogkj ls vki larq"V gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q11. D;k dsaVhu esa Hkkstu lkexzh ijkslus gsrq vkSj
j[kus gsrq mi;ksx esa yk;s tkus okys
crZuka dh LoPNrk ij mfpr /;ku fn;k tkrk gs%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q12. D;k VªkaliksVZs’ku laca/kh f’kdk;r esustesUV ls
djus ij ml ij /;ku fn;k tkrk gS%&
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
Q13. D;k esustesUV }kjk dsUVhu dk le;&2 ij fujh{k.k
fd;k tkrk gS%&
42
1- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN
gn rd
4- larq"V 5- iw.kZ larq"V
RESULT AND DISCUSSION
Q1. VªkaliksVZ lEca/kh f’kdk;rksa dks@leL;kvksa dks lquk tkrk gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd 4- larq"V 5- iw.kZ larq"V
43
58% workers say they are satisfied with the way transport related problems are heard and
solved.
25% of them are fully satisfied, and only 5% are unsatisfied.
Q2. D;k vki dsUVhu esa fn;s tkus okys Hkkstu dh xq.koRrk ls larq"V
gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
40% of the workers are satisfied with the quality of food in the canteen.
30% are fully satisfied, they don’t want any changes.
And only 2% are totally unsatisfied, they think quality of food is poor.
Q3. D;k cl fu;fer vkSj fu/kkZfjr le; ij vkrh gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
44
50% workers do agree that bus comes on time, and they are satisfied with the service.
38% of them think that service provided is the best, they are fully satisfied.
And only 5% are not happy with the bus service.
Q4. D;k dsUVhu esa QuhZpj cSBus gsrq lqfo/kk mi;qDr gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
50% workers are satisfied with the sitting arrangement in the canteen.
35% are fully satisfied, while only 5% are totally unsatisfied.
Q5- esjh ;wfuV esa iznku dh tkus okyh dY;ku lqfo/kk;sa ,oa [ksydwn
izfr;ksfxrk;sa Ik;kZIr gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd45
4- larq"V 5- iw.kZ larq"V
63% workers are satisfied with the welfare facilities and sports activities.
28% are fully satisfied, they don’t feel any changes need to make in that, while only
2% workers are totally unsatisfied.
Q6- dsUVhu esa dke djus okyksa ds O;ogkj ls vki lqrq"V gS%&
1 Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
38% workers are satisfied and 30% workers are fully satisfied by the behavior of the
canteen staff.
And 7% of them feel they don’t behave well.
Q7- daiuh }kjk miyC/k djk;s gqbZ VªkaliksVZs’ku lqfo/kk ls vki larq"V
gS%&
46
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
58% are satisfied and 23% are fully satisfied with transportation facilities provided by the
company.
And 12% are partially satisfied, 2% are totally unsatisfied.
Q8. ilZuy foHkkx }kjk Jfedksa ds ixkj laca/kh f’kdk;rksa leL;kvksa dks
le; ij lquk
tkrk gS@fd;k tkrk gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
58% are satisfied and 23% are fully satisfied with the way HR dept. deals with workers
and their payment related problems.
And only 7% is totally unsatisfied.
47
Q9. D;k cl esa lkQ lQkbZ dk /;ku fn;k tkrk gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
50% are satisfied with the cleanliness of the bus, and 35% are fully satisfied.
While only 13% are partially satisfied.
Everybody is happy with the cleanliness.
Q10- D;k pkyd vkSj ifjpkyd ds O;ogkj ls vki larq"V gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
63% are satisfied with the behavior of conductor and driver of the bus, and 23% are fully
satisfied.
While only 12% are partially satisfied.
48
0% thinks that bus driver and conductor are ill-mannered.
Q11. D;k dsaVhu esa Hkkstu lkexzh ijkslus gsrq vkSj j[kus gsrq mi;ksx esa yk;s tkus okys crZuka dh LoPNrk ij mfpr /;ku fn;k tkrk gs%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
28% are satisfied with the utensils of the canteen, and 28% are fully satisfied. While only 22% are partially satisfied. 15% thinks that utensils are very bad and unhygienic.
Q12. D;k VªkaliksVZs’ku laca/kh f’kdk;r esustesUV ls djus ij ml ij /;ku
fn;k tkrk gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
49
58% workers feel that management do listen to their transport related problems, and 20%
are fully satisfied.
While only 10% are partially satisfied.
5% thinks that they don’t pay any attention towards their problem.
Q13. D;k esustesUV }kjk dsUVhu dk le;&2 ij fujh{k.k fd;k tkrk gS%&
2- Iwk.kZ vlarq"V 2- dqN dg ugh ldrs 3- dqN gn rd
4- larq"V 5- iw.kZ larq"V
50
50% workers agree that management do inspect the canteen time to time, and 23% are
fully satisfied.
While only 12% are partially satisfied.
10% thinks management doesn’t inspect the canteen.
51