balrampur chini mills hr project report

CONTENTS

CHAPTERS TITLE 1 INTRODUCTION

(INDUSTRIAL PROFILE)

2 COMPANY PROFILE 3 HRM INTRODUCTION

5 LABOUR WELFARE

6 ANALYSIS AND INTERPRETATION OF DATA

7 CONCLUSIONS AND SUGGESTIONS

8 QUESTIONNAIRE

9 BIBLIOGRAPHY

CHAPTER-1

INTRODUCTION

INDUSTRY PROFILE

Balrampur Chini Mills Ltd is one of the largest integrated sugar manufacturing

companies in India . Its allied business consists of manufacturing and marketing of Ethyl

Alcohol & Ethanol, generation and selling of power and manufacturing and marketing of

organic manure . Company has sugar factories located in U.P. having an aggregaten

crushing capacity of 76,500 tons per day.

MD Speaks

Commenting on the performance for Q6 & 18M FY2011, Mr. Vivek Saraogi,

Managing Director, Balrampur Chini Mills Limited, said :

“I am pleased to announce a healthy operational and financial performance delivered

by the Company during the quarter. Higher than anticipated sugar crushing

witnessed in the current season has enabled all our business divisions to report

better results. Furthermore, increased volumes also led to optimal utilization of

capacities assisting us to improve overall profitability.

We expect the sugar segment to register stable performance in the coming year

combined with healthy growth from the allied businesses.”

Chairman Emeritus

KAMAL NAYAN SARAOGI, is a graduate in commerce. He promoted the company in

1975. He has rich and wide experience in the sugar industry. He does not hold

directorship in the company.

Board of Directors

NARESH CHANDRA (Retd. IAS), Chairman, joined the Indian Administrative Service

in 1956. He held many posts in Government of India and Government of Rajasthan.

He was Finance Secretary and Chief Secretary to the Government of Rajasthan,

Advisor to Governor of J & K, Jt. Secretary- Ministry of Industry, Secretary- Water

Resources, Defence Secretary, Home Secretary, Secretary & Cabinet Secretary to

Government of India, Senior Advisor to Prime Minister of India, Governor of Gujarat

and Ambassador of India to the U.S.A. He was the Chairman, Committee on

Corporate Audit and Governance set up by Union Ministry of Finance and Company

Affairs. He was also the Chairman, Committee on Civil Aviation Policy set up by

Government of India. He is also on the Board of Directors of several leading

companies.

VIVEK SARAOGI, Managing Director, is the past President of the Indian Sugar Mills

Association. He was a committee member of FICCI and Indian Chamber of Commerce

in Kolkata. Mr. Saraogi is a graduate in commerce. Under his stewardship, the

company has grown rapidly through organic and inorganic means which has helped

to make Balrampur Chini Mills Ltd, a leader in the Indian sugar industry.

MEENAKSHI SARAOGI, Joint Managing Director, is a graduate in Art. She looks after

the factory operations and is the driving force behind the organisation. She has spent

more than 28 years in the business and was awarded the Padma Shri for the year

1992 for her contribution to the Trade and industry.

R.K. CHOUDHURY, Director, a leading advocate, has wide experience in the matters

of taxation, litigation, legal research, Real Estate, corporate planning and arbitration.

Apart from his legal practice, he is on the Board of Directors of several leading

industrial houses of India. As a professional personality, he is a member of the

International Bar Association, Supreme Court Bar Association, Bar Council of India

and Indian Council of Arbitration. He is also connected with several social and

philanthropic organizations.

S.B. BUDHIRAJA, Director, is an independent management consultant, a gold

medalist in Mechanical Engineering from the University of Roorkee. He was the

youngest-ever Managing Director of Indian Oil Corporation from 1974-78. He was also

been the Managing Director of IBP Ltd, Balmer Lawrie & Co. Ltd, and Indian Oxygen

Ltd, during his career. He was Overseas Director in AI Futtaim Group U.A.E. Mr.

Budhiraja was invited in 1982-83 as a Fellow, Centre for International Affairs, Harvard

University. He is a Fellow of the All India Management Association, and the Institute

of Management Consultants of India. He was President, Indian Chamber of

Commerce, Kolkata in 1989-90 and chairman CII Eastern Region in 1988-89.

RANGARAJAN VASUDEVAN (Retd. IAS), Director, M.P.A. (Development

Economics) from Harvard University, USA. He joined the Indian Administrative Service

in 1959 and had served on many distinguished panels and committees, including,

Secretary in the Department of Cane Development and Sugar Industry (Govt. of U.P.),

Dy. Secretary, Ministry of Home Affairs, Chief of Division, Planning Commission,

Director in Ministry of Energy, Jt. Secretary & Financial Advisor, Ministry of Petroleum,

Jt. Secretary, Addl. Secretary & Special Secretary to the Prime Minister of India,

Secretary, Small Scale Industries, Secretary, Ministry of Steel, Secretary, Ministry of

Power (Govt. of India). Since 1996 he has been undertaking consultancy in the areas

of infrastructure, industry and finance.

KISHOR SHAH, Director-cum-Chief Financial Officer, is a commerce graduate and a

member of the Institute of Chartered Accountants of India. He joined the services of

the Company in 1994. He has more than 23 years of experience in accounts and

finance including more that 16 years of experience in the sugar industry.

DR. ARVIND KRISHNA SAXENA, Whole-time Director, is M.Sc., Ph.D. (Botany) and

having specialization in Industrial Mycology, Bio-composting, Mushroom Production

and Processing from Horst, Holland. He has wide experience of more than 37 years

and is associated with the Company since 2002. He is also in the Board of Directors

of Indo Gulf Industries Ltd, a subsidiary of the Company. He held previously

prestigious position in various organizations and was also associated with Scientific

and research activities.

Key Personnel

Head OfficeVivek Saraogi Managing Director Meenakshi Saraogi Jt. Managing Director Kishor Shah Director Cum C.F.O K. N. Ranasaria AdvisorS. K. Agrawala Company Secretary Ved Prakash Sr. GM - Purchase J. K. Bajaj Sr. GM - Sales & Mktg S. C. Sharma Sr. GM - Corporate Affairs Pramod Patwari GM - Finance & AccountsDilip Seksaria GM - Mktg. Chemicals Vinod Dubey GM - Taxation Manish Purohit GM - Management AuditVinay Khanna GM - P. C. & E. A to MD BALRAMPUR N.K.Khetan Executive President Arvind Krishna Whole Time DirectorNageshwar Tiwari G.M.(Materials) L.D'souza G.M.(Commercial)V.K.Yadav G.M.(Cane)P.M.Jogi G.M.(Cane)V.P.Shukla DGM(Legal & Personnel)D S Chauhan DGM(I.T.)Vikas Chandra Tyagi DGM(Tech.)Rajesh Goel DGM(Production)Rajeev Kumar Vihan G.M.(Chemical)Subir Kumar Dubey DGM(PP) BABHNAN G. L. Khetan Chief General Manager G. V. Chaturvedi Sr. GM - Production B. M. Singh Sr. GM - Engg. S. L. Srivastava GM - Administration G.V. Singh GM Cane B.P.Dixit Executive President TULSIPUR Anil Kumar Sharma Chief General ManagerLallan Giri GM - Engg.Yogendra Singh GM - Cane HAIDERGARH K.P.Singh Executive PresidentPurshotam Tripathi GM - P & L

Yogesh Singh G.M. ProductionVipin Gupta G.M. Power PlantK. Gangadharan Nair Add. G.M. SalesP.K.Verma Dy.G.M. CaneAshish Chhhawcharia Chief Manager AccountsDeepak Bhawsar Chief Manager ElectricalRajesh Yadav Sr.Manager InstrumentsShitanshu Kumar Manager Engg.Ajay Dokania Manager FinanceRajesh Vishnoi Manager SystemsAnand Dixit Manager (P&L) AKBARPUR S.N. Misra Executive PresidentYash Raj Singh DGM - Cane Ravindra Shukla General Manager - Process Sukhram Pal Tomar General Manager - Engineering Rama Shanker Prasad DGM - Finance Jeetandra Kr. Gupta Chief Manager - EDPGyan Prakash Pandey Chief Engineer - InstrumentationDharmveer Singh Chief Manager - ElectricalSanjeev Khanna Sr. Manager (P & A)Bhupendra Pratap Singh Assistant Manager (Stores) RAUZAGAON Ajai Kumar Verma Chief General ManagerMadhukar Mishra Sr. GM - CommercialBinod Kumar Yadav Sr. GM - Cane Manoj Tripathi Chief Mgr. (Engineering)Sanjay Singh Dy. G.M. (Production)Chetan Chauhan Dy. G.M. (Electrical) MANKAPUR Praveen Gupta Chief General Manager Mukesh Mishra DGM - Commercial Raja Srivastava GM - CanePradeep Mishra GM - ProductionAdesh Kr. Chaturvedi GM - DistilleryN.K. Saini DGM - Power Plant KUMBHI Navin Chandra Agarwal Chief General Manager Dilip Agarwal GM - Commercial Rajeev Kumar Tyagi DGM - Engg.Kanwar Bhan Sharma DGM - Cane N. C. Sharma Sr. GM - Production GULARIA

N. K. Agarwal Executive President Surendra Upadhyay GM - CaneA.P. Singh G.M. – EngineeringMukesh Jhunjhunwala D.G.M. – (F & A ) MAIZAPUR S.P.MISHRA Sr. General ManagerP. K. Chaturvedi Addl.GM - CaneGirish Chand Sharma DGM (Engg.)Pramod Kumar Chief ChemistRam Prasad Mishra Senior General Manager LUCKNOW Manish Agarwal [email protected]

Sr. GM - IT

Anil Gupta Chief GM - Power Division

mailto:[email protected]

Factory Location

UNIT ADDRESS PLANT CAPACITY

BALRAMPUR BALRAMPUR CHINI MILLS LTD.

UNIT : BALRAMPUR P.O. : BALRAMPUR, DIST. :

BALRAMPUR, U.P PIN : 271 201

SUGAR POWER

DISTILLERYORGANIC MANURE

12000 TCD24.55 MW160 KLPD30000 MT

BABHNAN BALRAMPUR CHINI MILLS LTD.

UNIT : BABHNAN P.O. : BABHNAN, DIST :

GONDA, U.P PIN : 271 313

SUGAR DISTILLERY

ORGANIC MANURE

10000 TCD60 KLPD

18000 MT

TULSIPUR TULSIPUR SUGAR CO. A UNIT OF BALRAMPUR

CHINI MILLS LTD. P.O. : TULSIPUR, DIST. :

BALRAMPUR, U.P PIN : 271 206

SUGAR 7000 TCD

HAIDERGARH HAIDERGARH CHINI MILLS

A UNIT OF BALRAMPUR CHINI MILLS LTD.

VILL : POKHRA, TEHSIL. : HAIDERGARH.

DIST. : BARABANKI, U.P PIN : 227 301

SUGARPOWER

5000 TCD23.25 MW

AKBARPUR AKBARPUR CHINI MILLS A UNIT OF BALRAMPUR

CHINI MILLS LTD. P.O. : MIJHAURA, TEHSIL :

AKBARPUR DIST. : AMBEDKARNAGAR,

U.P PIN : 224 152

SUGARPOWER

7500 TCD18.00 MW

RAUZAGAON RAUZAGAON CHINI MILLS.

A UNIT OF BALRAMPUR CHINI MILLS LTD.

P.O. : RAUZAGAON, DIST. BARABANKI, U.P

PIN : 225 402

SUGARPOWER

8000 TCD25.75 MW

MANKAPUR MANKAPUR CHINI MILLS A UNIT OF BALRAMPUR

CHINI MILLS LTD. P.O. : DATAULI, TEHSIL :

MANKAPUR, DIST. : GONDA, U.P

PIN : 271 306

SUGARPOWER

DISTILLERYORGANIC MANURE

8000 TCD34.00 MW100 KLPD10000 MT

KUMBHI KUMBHI CHINI MILLS. A UNIT OF BALRAMPUR

CHINI MILLS LTD. VILL : KUMBHI, TEHSIL : GOLAGOKARANNATH.

DIST. : LAKHIMPUR KHERI, U.P.

SUGARPOWER

8000 TCD20.00 MW

GULARIA GULARIA CHINI MILLS A UNIT OF BALRAMPUR

CHINI MILLS LTD. VILL : GULARIA, TEHSIL :

GOLAGOKARANNATH DIST. : LAKHIMPUR KHERI,

U.P

SUGARPOWER

8000 TCD31.3 MW

MAIZAPUR MAIZAPUR CHINI MILLSA UNIT OF BALARAMPUR

CHINI MILLS LTD.VILL - MAIZAPUR

P.O - HALDHARMANTEHSIL - COLONELGUNJ

DIST - GONDA, U.PPIN - 271 126

SUGAR 3000 TCD

PRODUCT PROFILEOF THE COMPANY

OUR PRODUCT

Sugar

Sugar is produced from the evaporation of the juice that is

extracted from the crushed cane. This is widely used as a

sweetener in food and beverages. Interestingly, in a country

like India , sugar is also emerging as an index of upward

mobility. For instance, as income rise in rural India ,

consumers migrate from the consumption of alternative

sweeteners, towards sugar. The principal portion of sugar

sold within India is loose and packaged.

Molasses

Molasses is a byproduct generated from the manufacture of

sugar. It holds out interesting possibilities - it can be sold

untreated on one hand. On the other, it can be used as the

principal feedstock for the manufacture of alcohol and a host

of downstream chemicals.

Alcohol

Molasses is distilled to produce rectified spirit, extra neutral

alcohol, denatured spirit, potable alcohol and ethanol.

Ethanol

EMolecular Sieve Dehydration Unit (MSDH) is a modularized,

standalone equipment package composed of a distillation

system and a molecular sieve dehydration system, along

with interconnecting piping and support equipment. The

distillation system utilizes a single distillation column to :

1. Vaporize the 94.68% v/v ethanol liquid feed.2. Redistill an 70 to 75% v/v ethanol liquid stream

produced during regeneration of the dehydration beds. The distillation column, depending upon operator adjustment, will output approximately 95% v/v ethanol overhead vapor, while maintaining 0.05% ethanol concentration in the bottoms. The 120 ° C column effluent will be discharged to the client's sewer.

For production of “anhydrous” ethanol, the 95% v/v ethanol column overhead vapor flows to the dehydration section where molecular sieve beds remove water by the process of “absorption”. The MSDH perform the absorption in vessels filled with molecular sieve desiccant in combination with strictly controlled pressure and temperature cycles. Each desiccant bed contains millions of tiny, uniform diameter pores, which are established during the manufacture of the desiccant. Different purification applications requires different size pores in the desiccant beads. In this case, where water is absorbed from ethanol, a desiccant with a pore size is selected that selectively retains water. Because water molecules are smaller than ethanol molecules, the water molecules are selectively absorbed into the pores as the mixture of ethanol / water vapors pass through the sieve beds. The ethanol molecules are too large to fit into the selectively sized pores, so the purified ethanol passes out the end of the sieve bed, stripped of the water it originally contained.

If this process continued indefinitely, the desiccant would eventually become saturated with water molecules and would be unable to absorb any more water. Therefore, at regular intervals the sieve bed must be “regenerated”. This

simply means the absorbed water must be removed from the desiccant so that the desiccant can be reused. The ECOMOL – MSDH uses a two sieve bed system so the equipment can produce anhydrous ethanol on a continuous basis. In the ECOMOL continuous, two sieve bed system, one bed dehydrates the ethanol stream during one half of the cycle while the other bed is regenerating. During the other half cycle, valves redirect the flow of vapors so that the beds reverse roles. The total time for one cycle is approximately 11 – 12 minutes, depending upon the transition cycle time settings.

Bagasse

Bagasse, generated as a by-product, can be used profitably

in two ways - for making paper and for the generation of

electricity. The manufacture of paper from Bagasse is an

environment-friendly alternative over the conventional route

of extracting pulp from trees.

Power

Since bagasse has a high heat factor, it is also used in the generation of electricity, which substitutes the conventional

thermal alternative and eliminates the emission of greenhouse gases. Presently, sugar mills generate their

power requirements from bagasse-fired boilers. The government of India has begun to encourage the co-

generation of power from bagasse. This is expected to achieve two things: an improved return for sugar mills and the generation of a resource - electricity - which is in short

supply in India.

CHAPTER-3

Company History

Company History

History - Building the Company brick by brick

alrampur Chini Mills Limited (“BCML”) was incorporated in 1975 under the Companies Act as a wholly-owned subsidiary company of Balrampur Sugar Company Limited

(Name changed to Balrampur Commercial Enterprises Limited) ("BCEL”). By an indenture of conveyance dated 21 February 1976 , BCEL transferred to BCML the land, building and other assets and the entire staff of its Balrampur Sugar Factory with effect from 1 July 1975 . BCML ceased to be a subsidiary of BCEL with effect from 25 th June, 1979 and its shares were listed on the Calcutta Stock Exchange (CSE) in 1979. The Balrampur Mill started with a crushing capacity of 800 TCD (Metric Tonnes crushed per day) in 1975 and has since been expanded to its present capacity of 12,000 TCD.

B

In 1990, BCML acquired a controlling stake in Babhnan Sugar Mill Ltd, which at that time, had a crushing capacity of 1,000 TCD. BCML undertook expansion and modernization programmes at the sugar mill in Babhnan (the “Babhnan Unit”) which resulted in an increase in crushing capacity from 2,500 TCD in the year 1992-1993 to the current crushing capacity of 10,000 TCD. Babhnan Sugar Mills Ltd. was merged with BCML with effect from 1 April 1994 .

In 1995, BCML set up a distillery in Balrampur with a capacity of 60 KL per day which has now been raised to 160 KL per day for the production of distillery products using molasses, which is a by-product of the sugar production process. In February 2004, BCML commenced operation at a new distillery at Babhnan unit with a

capacity of 60 KL per day.

In April 1998, BCML acquired a controlling stake in Tulsipur Sugar Co. Ltd. (“TSC”), a profit-making sugar company located near Balrampur in Eastern Uttar Pradesh with an installed capacity of 2,500 TCD. TSC was merged with BCML with effect from 1 April 1999 . The crushing capacity of Tulsipur Sugar was subsequently expanded to 7000 TCD.

In March 2003, BCML commissioned a bagasse based co-generation power plant with a capacity of 19.55 MW at Balrampur and the said capacity has been increased to 24.55 MW. Further, the installed capacity of organic manure at Balrampur Unit is 30,000 MT and at Babhnan Unit is 18,000 MT

During the period of 2003-2004 BCML set up an integrated sugar complex at Haidergarh (the “Haidergarh Unit”) consisting of a plant with a crushing capacity of 4,000 TCD and a bagasse based co-generation power plant with a capacity of 20.25 MW.The crushing capacity of the Haidergarh sugar division has since been increased to 5000 TCD. The company also set up the cogen plant of Babhnan Unit with a capacity of 3MW A greenfield sugar project having a capacity of 7000 TCD was set up at Akbarpur, Distt. Ambedkarnagar, U.P. which was commissioned in November 2005. A bagasse based co-generation power plant with a capacity of 18 MW was also installed at Akbarpur. The crushing capacity was subsequently expanded to 7,500 TCD.

A new greenfield integrated sugar complex has been set up at Mankapur, Dist. Gonda, Eastern U.P. with a capacity of 8000 TCD sugar plant, 34 MW co-generation power plant, 100 KLPD distillery and 20,000 MT Organic Manure facility. The plant has begun operations in November 2006. Preasently cogen capacity of power plant stands of 37MW.

BCML acquired an integrated sugar unit having a sugar plant of 7500 TCD and co-generation power plant of 12MW situated at Rauzagaon, District Barabanki, U.P. from Dhampur Sugar Mills Ltd. in March 2006. The crushing capacity has been subsequently expanded to 8000 TCD and cogen facility to 25.75 MW through modernization scheme.

A new greenfield integrated sugar complex has been set up at Kumbhi, Dist. Lakhimpur, Kheri, U.P. with the capacity of 8,000 TCD sugar plant and 20 MW co-generation power plant. The plant begun operations in April 2007.

A greenfield integrated sugar complex has been set up at Gularia, Dist. Lakhimpur, Kheri, U.P. having sugar cane crushing of 8,000 TCD and co-generation power plant capacity of 31.3 MW. The plant began operations in November 2007.

BCML has refinery capacity of 500 TCD at its Haidergarh plant and of 700 TCD of the Rauzagaon plant. The capacity of two subdivisions : (1) Indo Gulf Industries Ltd, and (2) Balrampur Overseas Pvt. Ltd. a wholly owned subsidiary incorporated in Hong Kong.

BCML has acquired a 53.96% stake in the equity capital of Indo Gulf Industries Ltd. BCML has taken over the management of IGIL after receiving of the approval from SEBI and completion of the open offer. IGIL has a sugar unit having crushing capacity of 3000 TCD at Maizapur in Eastern U.P. The sugar division of IGIL situated at maizapur, gonda UP has been demerged from IGIC and merged with BCML pursuant to order dated 24.06.2011 of the BIFR apriority rehabilitation scheme of IGIL

CHAPTER-4

HRM INTRODUCTION

GENERAL INTRODUCTION

Two or more persons is makes an organization, it may be manufacturing firm, a business concern, an insurance company and other institutions. It is through the combined efforts of the people that monetary and material resources are utilized for organizational objectives. Without human efforts organization cannot accomplish their objectives. It is a manner of common knowledge at every organization, depends for its effective functioning, not so much on its material or financial resources as on its material or financial resources as on its poor importance factor, which determines profitability of an organization in a competitive environment. It is the personnel department which effectively plans, controls, produces and maintains adequate qualified working force of various personnel necessary for manning the organization.

The employment function is continued and ends only when the enterprise ceases to exist. The Primary function of personnel department is to select the right people to the right time. Employees are an important segment of society and their life style influences society very much.

HUMAN RESOURCE MANAGEMENT :

Human Resource Management is a Management function that helps manager to recruit, select, train and develop organization members.

In simple sense, human resource management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society.

DEFINITIONS:

Human Resource Management is “Concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high levels of performance and consuming that they continue to maintain their commitment to the organization are essential to achieving organization objectives. This is true, regardless of the type of organization, Government, Business, Education, Health recreation or social action.

1. According to J. Julius defined Personnel Management as “the field of management which has to do with planning, organizing, directing and controlling the functions of procuring, developing, maintaining and utilizing a labour force, such that the.a. Objective for which the company is established are attained economically and

effectively.b. Objectives of all levels of personnel are served to the highest possible degree,

andc. Objectives of society are duly considered & served.

2. According to Edwin.B. Filippo, “Management is planning,organizing,directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end of that individual, organizational & Social Objectives are accomplished”.Thus, Human Resource Management refers to a set of programmes, functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness.

Human Resource Management Objectives & Functions.

OBJECTIVE AND FUNCTIONS SUPPORTS1 SOCIAL OBJECTIVES 1. Legal compliance

2. Benefits3. Union-Management Relations.

2 Organizational Objectives 1. Human Resource Planning2. Employee relations3. Selection4. Training & Development5. Appraisal6. Placement7. Assessment

3 Functional Objectives 1. Appraisal2. Placement3. Assessment

4 Personal Objectives 1. Training & Development2. Appraisal3. Placement4. Compensation5. Assessment

DEFINITION OF MANAGEMENT:-

Accorder to MARY PARKER, defines the term management as “The art of

getting things one through others”.

According to JOHN. A. PEARCE & RICHARD. B. ROBINSON, “Management

is the process of optimizing human, material and financial contributions for the

achievement of organizational goals”.

Management is concerned with the accomplishment of objectives by utilizing

Physical and financial resources through the efforts of human resources. Thus, human

resources are a crucial sub-system in the process of management.

DEFINITION OF HRM:

According to LEON.C. MEGGINSON defines the term human resources as “the total

knowledge, skills, creative abilities, talents and aptitudes of an organization work

force, as well as the value, attitude and beliefs of the individuals involved”.

NATURE & SCOPE OF HUMAN RESOURCES:

People in any organization manifest themselves, not only through

individual sections but also through group interactions. When individuals come

to work place, they come with not only technical skills, knowledge etc., but also

with their personal feelings, perception, desires, motives, attitudes, values etc.,

Therefore, employee management in an organization does mean

management of not only technical skills but also other factors of human resources.

MEANING:

Human Resources Management means employing people, developing their

resources, utilizing, maintaining and compensating their services in tune with the job &

organization requirement.

OBJECTIVES OF HRM:-

The objectives of human resource management may be as follows.

To create and utilize an able and motivated work force to accomplish the basic

organizational.

To provide an opportunity for expression and voice in management.

To provide fair, acceptance and efficient leadership.

To provide facilities & conditions of work and creation of favorable atmosphere

for maintaining stability of employment.

To maintain high employee morale and sound human relations by submitting and

improving the various conditions and facilities.

To attain an effective utilization of human resources in the achievement of

organizational goals.

To strengthen and appreciate the human assets continuously by providing training

& developmental programmes.

Working Enviornment of the Company

Our Working enviornment

We take an integrated view of structures, competencies, tasks and processes and link all these to our long-term goals. Our performance management systems focus on performance, meritocracy, equity and the upholding of company values. We keep our work environment simple, informal and flexible with a strong emphasis on human values. We value ideas and give people the space to execute them.

We keep our people intellectually stimulated and give them the freedom to take their own decisions. And the responsibility to make BCML grow through innovation and experimentation.

We have remained a vibrant company for nearly three decades now because of our ability to manage change proactively and to reinvent ourselves continuously without compromising the ideals and values that have sustained us over the years.

Our Values

At BCML, we build business leaders who create values, who believe that the future belongs to those who are able to create it.

Which is why we value integrity, creativity passion, a will do attitude and the will to succeed above all else.

Together, these empower our people to take risks, to experiment, to set their own goals and win in the market place. In turn, we encourage those who are eager to take the initiative to continuously learn and experiment. These are the qualities which will help us remain contemporary and relevant at all times. We believe that the most enduring way to retain talent is to enable our people to continuously add value to themselves.

Our Human Resource Policies

We focus on value addition to enhance competencies. We believe professional growth is the responsibility of both the individual and the organisation. We provide opportunities for value addition through:

Exposure to World Class Manufacturing Facilities and Practices Exposure to Internationally Benchmarked Marketing Practices Formal Training and Development programmes in India and overseas Membership of Multidisciplinary Task Forces and Project Teams Focused Leadership Development Initiatives Cross Functional and Cross Business Opportunities

Management Objectives

So what does BCML have in store for you.

At BCML, we believe our mission to enhance value creation for the stakeholders can only be achieved through the quality and commitment of our people. Towards this end, we continuously strive to unleash the potential of each individual.

We leverage human capital for competitiveness by nurturing knowledge, entrepreneurship and creativity. We believe it is these strengths that will help us successfully compete in a globalised environment and exploit emerging opportunities. We reward the will to succeed and the desire to compete with the best in the world. We stimulate the drive to the best and take immense pride in being Indian.

CHAPTER-5

Labour Welfare

CONCEPT OF LABOUR WELFARE

Welfare is a term, which refers to all those conditions of life on the industrial environment which influence the well being of the worker. The term welfare is started to have been derived from French phrase “welfare” which means to fare well.

It is desirable state of existence involving the physical, mental, moral and emotional well being. Social concept of welfare of man, his family and his community. Labour welfare today has become a very controversial topic. It covers a broad field.

Welfare as a concept can be approached from various angles. It may be viewed as total concept, social concept and relative concept. The total concept is a describable state of existence involving the physical, mental, moral and emotional well-being. As a social concept at implies welfare of man, his family and his community. Welfare is related to time and space at is growing and dynamic, keeps changing with changing times. As such it is also called as relative concept.

The concept of Labour Welfare however is flexible, elastic and differs from time to time, region to region, industry to industry, country to country, depending upon the value system. Level of education social customs, degree of industrialization and the general standard of the social economic development of a people .It is molded according to the Age group, sex social back ground, material status, economic status & ejaculations level of the employees. This nature of the concept of labour welfare makes at very difficult to give a precise, all inclusive single definition of the phrase.

DEFINITION OF LABOUR WELFARE

Though difficult to define Labour Welfare precisely, Academicians and practitioners attempted to define etc.Some of the accepted definitions are quoted below.

The international Labour Organization(ILO)report states that the workers welfare should be understood” as meaning such services, facilities and emanates which may be established in the vicinity of under takings to enable the persons employed there into perform their work in healthy and colonial surroundings and to provide them with amenities conductive to good health and for morale.

The Oxford dictionary defines Labour Welfare as” efforts to make life worth living for workmen.

According to Sri.H.S.Krikadddy Labour Welfare includes housing, medical and educational facilities, nutrition facilities for rest and recreation, cooperative societies, crèches provision for sanitary accommodations, holidays with pay, social insurance measures, undertaken voluntarily by employers alone (or) jointly with workers, including sickness and maternity benefit schemes, provident funds, gratuities and pensions extra. According to Sri.H.S.Krikadddy Labour Welfare includes housing, medical and educational facilities, nutrition facilities for recreation, cooperative societies, crèches provision for sanitary accommodations, holidays with pay, social insurance measures, undertaken voluntarily by employers alone (or) jointly with workers, including sickness and maternity benefit schemes, provident funds, gratuities and pensions extra.

According to N.M.Joshi,welfare works” Covers all the efforts which employers make for the benefits of their employees over and above the minimum standards of working conditions fixed by the factories net and over and above the provisionsof the social legislation providing against accidents,old,age,unemployment and sickness.”

While defining”Labour Welfare” the labour investigation committee of the Government if India remarked the following in 1945 “For our part we prefer to include under welfare activities anything done for the intellectual, physical, moral and economic betterment of the workers, whether by employer (or) Government (or) by other agencies, over and above what is laid down by law (or) what is normally expected as part of contractual benefit for which the worker may be bargained.

SCOPE OF LABOUR WELFARE

Labour welfare covers not only work-life of the employees but also his family and the community. And activity (or) amenity provided considering the well being of the wages could be included in the scope. The scope of labour welfare needs to be considered pragmatically and has to be both dynamic and elastic. Statutory welfare measures in industry may steam from the direct concern for efficiently and produced. But to the extent these measures are employee oriented they should be considered to fail with in the scope of labour welfare. On-statutory measures are those developed in response to the demands of technology; also fall in the same category several external services. Such as company housing and schools, recreation and community the purview of labour welfare. Thus at would be clear that we are inclined to regard all extra or intramural as well as statutory welfare and non-statutory welfare measures of employees, government trade unions and other agencies are falling with in the scope of the term labour welfare. It is expected that labour welfare should meet some requirements as given below:

A. Contribute to the productivity of labour and efficiency of the enterprises.

B.Enable workers to live a more satisfactory life.

C.Be intone and harmony with similar services obtaining in the neighborhood community where the enterprices as situated.

D.Be administratatively valuable and essentially development in out look and

E.Enhance the standard of living of workers by indirectly reducing the burden as their purse.

HISTORICAL DEVELOPMENT OF LABOURWELFARE

The evolution of the concept of philosophy of labour welfare has to be reviewed in acts historical perspectives and against the background of the successive stages of industrial revolution. Just as the 19 th

century was characterized by scientific and material progress in industrial production, the century brought in its value a realistic of the needs and rights of industrial workers as well as a scientific approach to their welfare problems.

The industrial revolution not only created labour problems but also a class difference between employers and employees.

The former exploited the later through long hour of work, bad working conditions, low wages, in safe machines extra. The employees were treated more as raw materials and less as human beings. This resulted in poverty, unemployment and social in security. This has to be corrected and men and machines had to be put in their proper places, giving due machines had to be recognition to worth and dignity of the human person. At that time a reaction took place in the social minded employees and labour welfare programs were evolved with the object of looking after the interest of the workers, who had been over worked and over looked for long, in the 19 th century Robert own openly declared that the intended to secure formation of charter in his employees through shorter hours, minimum wage and by providing schools, crèches, medical facilities and such benefits.

ORIGIN OF LABOUR WELFARE IN INDIA

The India industrial development began in sixties of the last century. All that to the illiteracy and heterogeneous nature of the industrial workers, they were unorganized and helpless; they were very new to machines. In the hands of the profit motivated employers they were the tools and were exploited by long hours of work, low wages, and child and woman employment was common. For protecting the welfare of workers in general there was no legislation at that time. Due to economic depression and the efforts of the first world war, which resulted indisconstent and industrial unrest in the country at that time and also to some extent due to the moral pressure brought to bear on them by the work of the international labour office. The government and the employee were promoted to active attention towards labour and its problems.

The government of India conducted several investigations on labour welfare. As a result of this many new labour laws such as the Indian mines Act of 1923, the workmen compensation Act of 1923, the payment of wages Act 1948, etc. Have been passed. The second world was revived and strengthened the welfare movement and the benefits resulting from a proper regard for the health and well-being of the employees were gradually recognized and employers co-operated with the government in the provision of improved amenities. In the context of planned economic development and the concept of welfare has come to assure added significance and received new input .

It has been further classified in the article-43, past –iv of directive Principles of state policy constitution of India which states that “The state Shall endeavor of source by suitable legislation or economic organization or in any other way, to all workers, agriculture, industrial or other Wise work ,a living wage, conditions of work ensuring decent standard of life and full employment of leisure and social and cultural oppprtunities”.in the field of labour welfare, and important step is the constitution of welfare funds in all public sector undertakings. the coalmines labour welfare fund was constituted in 1944 for providing medical, recreational, educational and housing facilities for the employees in coalmines. In factories, Act 1948 separate chapter on welfare, health and safety has been set up to study systematically the problem of production in relation to the health and safety of the workers. A number of welfare centuries have been set up during the five years plans with the co-operation of employees, employees and Government.

The positive role of welfare officers and the co-operations of management lie in the proper implementation labour legislation not merely in culture but also in spirit.

CLASSIFICATION OF LABOUR WELFARE

1. According to prof.R.C.Sexena, “Welfare work is a comprehensive term and its embraces the worker, his family and community. He classified the welfare work into three categories.

1. Statutory

2. Voluntary

3. Mutual

STATUTORY WELFARE MEASURE:

Welfare activities to which employees are legally entitled and employers to comply with under various provisions of the acts are called statutory welfare facilities provided under the factories act,1948,Plantations labour act,1951,mines act 1952,motor transport workers act,1961 and contract labour(Regulation and Abolition)act 1970.

The Statutory welfare measures are

1. Washing facilities

2. Facilities for storing and drying cloths

3. Facilities for sitting

4. First aid appliances

5. Shelters rest rooms and lunch rooms

6. Crèches

MUTUAL WELFARE MEASURES:

It is nothing but corporate enterprises of the worker with a view to improve their lot in a way, trade unions activities which are conductive to the welfare of their members are included in this category.

Thus welfare activities can be classified into three categories. They are administered by the government employers, trade unions and social organizations

NEED FOR LABOUR WELFARE

Industrial system of production as it present organized in full of harmful efforts on workers life and actively hinders his normal well being and legitimate social life. Further, workers suffer from handicaps both in their work life and their community life and the removal of handicaps is a part of the workers stress and strain, physical, mental, generate boredom and monotony resulting in fatigue and ennui. One can easily find out the plight of the working lot and it does not require many arguments to demonstrate that the labour is ill paid and unhealthy conditions, in habits dark and dismal quarters and lives his leisureliness and for achieving the maximum results, however welfare activities have to be undertaken in the right spirit. Mainly with a view to make lives of the workers happier and heal their. Committed and contended labour force is not fully developed in India, generally industrial workers are drawn near by villages. They have their families and lands at their places and maintaining connection with them. There by they are taking the industrial employment as secondary occupation. Due to partially committed nature of the labour force, many problems like house adjustment to new environment, absenteeism will be removed from his villages and punished into the burning and uncongenial environment they towards their democratization and rein.

Moreover , not only our labour force is not organized to a greater extent but are also illiterate and poor. Due to low income and large size of the families, they are not in a position to meet both ends in these hard days in which the cost of living higher. If they left to their own late at this stage their.

Physical as well as mental health will be spoiled and ultimately results in poor standards of work. Therefore welfare administration is necessary on one hand to counter act their handicaps and on the other to provide opportunities and facilities to promote and develop the workers personalities.

Sufficient leisure time is provided to every worker in modern industrial system. The workers do not know how to utilize their leisure time and there by many of them are restoring to gambling, drinking and unwanted ways, workers attention should be diverted from such vices by providing recreations and cultural facilities.

Industry is the lifeblood of the modernization. Most people during a greater or less part of their lives spend out least half their working hours at work and if society as a whole to be healthy, cultural and prosperous, on employer can effort to ignore what may be termed his social obligations towards workers within his own factory work should not regarded as an inevitable deduction from the happiness.

Hence, the labour welfare put forth a real change in the out lost of both the employer and workers as parts of an integral whole and considered weather as a luxury or on appendage, but as an integral part of the industrial order not merely for economic betterment but also for educational, cultural and social advancement.

PRINCIPLES OF LABOUR WELFARE

Labour welfare is dependent certain basic principles, which must be kept in mind and properly followed to achieve a successful implementation of welfare programmes. These principles as under,

1. Adequacy of wages

2. Social responsibility of industry

3. Principle of efficiency

4. Re-personalization

5. Co-ordination

6. Association or democratic

7. Responsibility

8. Accountability

9. Timeliness

10. Self-help.

CHAPTER-6

ANALYSIS AND INTERPRETATION OF DATA

ANALYSIS AND INTERPRETATION OF DATA

Are you aware of all welfare activities in the memorandum of settlement?

S.NO OPINION NO OF RESPONDENTS

PERCENTAGE

1 YES 36 722 NO 14 28TOTAL 50 100.0

As indicated in the table 72% of the respondent’s greed that of welfare facilities are known,where as the rest 28% of the respondents said that not fully known.

Do you have knowledge of all the statutory welfare activities provided to you?


PERCENTAGE

1 YES 46 922 NO 4 8TOTAL 50 100.0

As indicated in the table 92% of the respondents agreed that they know the statutory facilities,where as the rest of the 8% respondents do not aware of the facilities.

ARE YOU SATISFIED WITH NON-STATUTORY WELFARE ACTIVITIES PROVIDED BY THE COMPANY


PERCENTAGE

1 YES 38 762 NO 12 24TOTAL 50 100.0

As indicated in the table 76% of the respondents agreed that they are satisfied with non-statutory welfare facilities,where as the rest of the 24% of the respondents did not satisfied with this facility.

DO THE COMPANY MAKES ADEQUATE PROVISIONS FOR ENSURING SAFETY OF THE WORKMEN?


PERCENTAGE

1 YES 47 942 NO 3 63 ANY CHANGE 0 0TOTAL 50 100.0

As indicated in table 94% of the respondents were satisfying the adequate provisions for ensuring safety of the workmen,rest 6% of the respondents were not satisfied.

HOW IS YOUR RELATION AND COMMUNICATION TOWARDS YOUR SUPERIOR?


PERCENTAGE

1 GOOD 47 942 BAD 0 03 AVERAGE 3 6TOTAL 50 100.0

As shown in the table 94% of the workmen were having good relations and communication towards their superiors,rest 6% of the respondents are having average relations towards their superiors.

ARE YOU SATISFIED WITH REQUIREMENTS PROVIDED BY THE COMPANY LIKE UNIFORM AND SHOES?


PERCENTAGE

1 YES 40 802 NO 2 43 NOT KNOWN 0 04 ANY CHANGE 8 16TOTAL 50 100.0

As shown in the table 80% people says that they are satisfied with the requirements provided by the company remaining 4% people were not satisfied with the facility.

Rest of the 16% respondents are wanted a change, along with those requirements they want raincoats.

DO YOU HAVE A GOOD AND SAFE WORKING ENVIRONMENT?

S NO OPINION NO OF RESPONDENTS

PERCENTAGE

1 YES 43 862 NO 7 14TOTAL 50 100.0

As shown in the table three fourth of the respondents 86% opined that they are provided with safe working environment, while rest 14% are denied it.

ARE YOU SATISFIED WITH THE EDUCATIONAL FACILITIES PROVIDED BY THE COMPANY?


PERCENTAGE

1 YES 17 342 NO 33 66TOTAL 50 100.0

As indicated in table only 17 people 34% are satisfied with educational facilities rest 66% are not satisfied with this facility so, as per my opinion there should be keen improvement in this facility.

ARE YOU RECEIVING THE FOLLOWING ALLOWANCES?

HOUSERENT ALLOWANCEACTING ALLOWANCENIGHT/LATE SHIFT ALLOWANCELUNCH ALLOWANCECONVEYANCE ALLOWANCE


PERCENTAGE

1 YES 48 962 NO 2 4TOTAL 50 100.0

As indicated in the table most of the respondents are satisfied with these allowances. Mostly all are satisfied only 2 workmen are not satisfied.

ARE YOU SATISFIED WITH LEAVE FACILITIES PROVIDED TO YOU?LIKE ANNUAL, SICK, CASUAL, ACCIDENTAL AND HOLIDAYS.


PERCENTAGE

1 YES 44 882 NO 6 12TOTAL 50 100.0

As shown in the table 88% of the respondents are satisfied with the leave facility, where as the rest 12% workmen are not satisfied with this facility, as opinion of workmen the no of days should be increased but in my analysis they are having maximum holidays.

DID THE COMPANY GIVE THE LEAVE WHENEVER YOU WANT?


PERCENTAGE

1 YES 46 922 NO 4 8TOTAL 50 100.0

As this table indicates 92% of respondents are informing before they taking leave, where as 8% respondents are not informed before taking leave, because they are having emergency problems.

DO YOU NEED ANY CHANGES IN THE SYSTEM OF THE COMPANY?


PERCENTAGE

1 YES 43 862 NO 7 14TOTAL 50 100.0

As shown in the table 86% of the respondents are satisfied with canteen facilities, but they want changes in food provided to them, they need more varieties of curries. Where as rest 14% are not satisfied with quality and neatness of the canteen.

ARE YOU RECEIVING TRAVELING ALLOWANCES?


PERCENTAGE

1 YES 50 100.02 NO 0 0TOTAL 50 100.0

As shown in the table 100% of the respondents are receiving the traveling expenses.

ARE YOU SATISFIED WITH GRIEVANCE PROCEDURE?


PERCENTAGE

1 YES 32 642 NO 18 36TOTAL 50 100.0

As shown in the table only 64% of the respondents are satisfied with the grievance procedure rest 36% of the respondents are not satisfied with this system, in response of most of the workmen are not aware of this system.

ARE YOU SATISFIED WITH ENVIRONMENTAL FACILITIES?

Facilities Excellent Good Average Bad Absent Total no. of respondents

Drinking water

0 10 20 20 -- 50

Ventilation 35 5 10 -- -- 50

Temperature 10 35 5 -- -- 50

Rest rooms -- -- -- 45 5 50

First aid box 40 10 -- -- -- 50

Ambulance 40 10 -- -- -- 50

Bathrooms 5 20 20 5 -- 50

Stipulation to avoid overcrowding

35 15 -- -- -- 50

Washing facilities

-- 10 30 10 -- 50

DO YOU NEED ANY TRAINING WHENEVER A NEW MACHINE IS PLANTED/REPLACED?


PERCENTAGE

1 YES 45 902 NO 5 10TOTAL 50 100.0

As shown in the table, majority i.e., 90% of the respondents are need the training whenever the new machine is replaced, rest 10% of the respondents are some what skill are there for handling the new machine.

ARE YOU SATISFIED WITH QUANTUM DEATH FUND GIVEN BY THE COMPANY?


PERCENTAGE

1 YES 34 682 NO 8 163 NOT KNOWN 8 16TOTAL 50 100.0

As shown in the table 68% of the respondents are satisfied with quantum death fund, rest 16% of the respondents are not satisfied with this facility and rest 16% are even they are not aware of this facility, so let the all facilities are aware to the workmen.

DID YOU GET ANY GOOD ATTENDANCE AWARD FROM THE MANAGEMENT?


PERCENTAGE

1 YES 15 302 NO 35 70TOTAL 50 100.0

As shown in the table only few 30% of the respondents got the attendance award, rest 70% of the respondents are not motivated by this facility, so this facility is improved and let all the workmen are aware of this facility.

ARE YOU FEELING SATISFIED ABOUT RECREATIONAL FACILITIES PROVIDED BY THE COMPANY?


PERCENTAGE

1 YES 12 242 NO 38 76TOTAL 50 100.0

As shown in the table very few means only 24% of the respondents are satisfied with recreational facilities, rest 76% of the respondents are not satisfied with this facility. So take necessary action towards this facility.

IS ANY IMPROVEMENT REQUIRING IN OVERALL WELFARE MEASURES?


PERCENTAGE

1 YES 32 642 NO 18 36TOTAL 50 100.0

As shown in the table 64% of the respondents are requiring improvement in welfare measure rest 36% of the workmen are satisfied with the facilities at present.

ARE THE EMPLOYEES MOTIVATED BY THE WELFARE ACTIVITIES PROVIDED BY THE COMPANY?


PERCENTAGE

1 YES 41 822 NO 9 18TOTAL 50 100.0

As indicated in the table major means 82% of the respondents are motivated by the welfare activities provided by the company, where as the 18% of the workmen are not motivated by the welfare facilities, so they need more motivational facilities.

DO YOU AGREE THAT THE TRADE UNIONS PLAY A MAJOR ROLE IN PROVIDING THE BENEFITS TO THE WORKMEN?

S.NO OPINION NO OF

RESPONDENTSPERCENTAGE

1 YES 47 942 NO 3 6TOTAL 50 100.0

As shown in the table most of the respondents means 94% are agreed with the role of the unions, where as 6% are not satisfied with the union’s role. So take necessary action towards the union.

CHAPTER-7

CONCLUSIONS & SUGGESTIONS

Conclusions:

1. It is pertinent for every company to motivate the workers. So welfare measures play an important role and this is forming the responses given by the workers.

2. The welfare measures will help more self-review and realization of the workmen.

3. the welfare activities, which are present in the memorandum of settlement, is only monologue. So the company policies and procedures with regard to welfare activities should be implemented in a professional manner not leading to the biase.

Suggestions:

1. Drinking water facility is not sufficient:

The facilities provided for drinking water is good. But it is inadequate and they rated this aspect as low. So the drinking water facility needs major improvement.

2. Facilities for sitting and Rest rooms:

As the workmen will be tired by doing the work and they need some place other than the canteen fir them to relax in a pleasant environment in the factory vicinity, so the rest rooms needs proper care and facilities provided by the company needs some serious improvements.

3.Educational Allowance:

It is a good sign for the company that so many workers are there who are eager to study and improve their knowledge but such kind of facilities are not being provided by the company. The workers have rated this aspect the lowest. So the facility should not be restricted to higher education rather increased to graduation level.

4.Quantum death fund:

Amounts towards benefit of deceased workmen family should be provided with in a short period of time and necessary steps should be taken to provide employment for one of the person in the family.

5.Recreation facility:

These facilities are very much needed to build up motivation and good relation among the workers. So these should be taken into consideration which will in turn develops faith of a worker towards management.

6.Canteen:

The workers rate the canteen facility as satisfactory and they recommended for their clean maintenance of the environment.

7. Management should maintain more healthy relations with the workers as it results in more orientation of worker towards work and motivated him to put his maximum efforts towards the productivity.

8. The training given is not effective in eliminating production wastage. So better training facility should be provided.

9. Good communication and mutual trust in the organization must be developed. Recognition should be given inherent worth and dignity of individual.

10. Company shall develop openness regarding facilities policies and welfare measures provided for workers should be made aware of it.

QUESTIONNEIRE

QUESTIONNEIRE

1. NAME:

2. AGE:

3. QUALIFICATION:

4. DEPARTMENT/GRADE:

5. DESIGNATION:

6.Are you aware of all welfare activities in the memorandum of settlement? 1. Yes 2.No

7. Do you have knowledge of all the statutory welfare activities provided to? 1. Yes 2.No

8. Are you satisfied with non-statutory welfare activities provided by the company? 1. Yes 2.No

9. Do the company makes adequate provisions for ensuring safety of the workmen? 1. Yes 2.No

10. How is your relation and communication towards your superior? 1. Yes 2.No

11. Are you satisfied with requirements provided by the company? 1. Yes 2. No 3. Not known

12. Do you have a good and safe working environment? 1. Yes 2. No

13. Are you satisfied with the educational facilities provided by the company? 1. Yes 2. No

14. Are you receiving the following allowances?

House rent allowance Dearness allowance Acting allowance Night/late shift allowance Lunch allowance Conveyance allowance

1.Yes 2.No

15. Are you satisfied with facilities provided to you?

Annual leave Sick leave Casual leave Accidental leave Holidays

1.Yes 2.No

16. Did the company give the leave whenever you want ?

1.Yes 2.No

17. How do you feel about the canteen facilities? Excellent Good Average Bad Worst

Quality:

Neatness:

Timings:

18.Do you need any changes in the menu of the food in canteen?1. Yes 2. No If yes specify the need:

29.Are you receiving traveling allowances on companies business?

1. Yes 2. No

20.Are you satisfied with grievance procedure?1. Yes 2. No

21.Are you satisfied with following environmental facilities?

Excellent Good Average Bad Absent

Drinking water:

Ventilation:

Temperature:

Restrooms:

First-aid box:

Ambulance:

Welfare officer:

Bathrooms:

Stipulation to avoid:Overcrowding:Washing facilities:

22.Do you need any training whenever a new machine is planted/replaced?1. Yes 2. No

23. Are you satisfied with quantum death fund given by the company when the death occurs during the service?

1. Yes 2. No 3. not known

24.Did you get any good attendance award from the management?1. Yes 2. No

25.Are you feeling satisfied about recreation facilities provided by the Organization?

1. Yes 2. No

26. Is any improvement requiring in overall welfare facilities?

1. Yes 2. No

27.Are the employees motivated by the welfare activities provided by the company?

1. Yes 2. No

28.Do you agree that the trade unions play a major role in providing the benefits to the workmen?

1. Yes 2.No

29.After enjoying maximum benefits, what is your contribution to your organization? 1. Yes 2.No

BIBLIOGRAPHY

BHAGOLIWAL.T.N : ECONOMICS OF LABOUR INDUSTRIAL RELATION

MALIK.P.L : INDUSTRIAL LAW

MURTHY.M.V : PRINCIPLES TO LABOUR WELFARE

SARMA.A.M : ASPECTS OF LABOUR WELFARE & SOCIAL SECURITY.

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