Summer

OBJECTIVE OF THE STUDY

To study the attendance system in Britannia Industries Limited, Pantnagar.

To know how much importance company gives to its attendance system.

To know the satisfaction level among workers for the attendance system followed by the

company.

To minimize the over time of workers.

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SCOPE OF STUDY

This my Project report in ‘ Britannia Biscuits (P) Ltd, SIDCUL,

rudrapur’ which gives information about the “ External Environment

Analysis and Strategies for HR ” in Britannia Biscuits (P) Ltd .and its

process, It wil l give al l information about topic related to subject

and implied in organization, This study wil l definitely show its

importance while another person wil l study about this subject and

any other topic which is related to the subject. This study might be

help him but this study is based upon my personal experience and

observation so according to the environment report may show its

importance.

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RESEARCH

METHODOLOGY

SAMPLE SIZE

As it was seen that were four shops namely- Good day general. Good day family,

Good day fifty-fifty and Good day Cream.

There were overall 1400 contractual workers working in these four shops in three shifts.

Sample size chosen for this study was 200 in which 50 workers were chosen from each shop.

SAMPLE SIZE

1- Sample size unit- Britannia industries ltd

2- Sample size no.- 200 employees

To conduct any type of research a scientific method must be followed.The studies of any kind contain an

immense material in it which is very difficult to collect.So in order to make my work easy and systematic

I should follow research methods.

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PRIMARY SOURCES

The primary data sources was collected from the staff members of HRD by using an appropriate and

standard questionnaire and observation of the working environment of the organisation.

Primary data was collected through

Questionnaires

Personal observations

The instrument used for collection of data was questionnaire. The questionnaire consisted close-

ended question.

QUESTIONNAIRE

STRUCTURED UNSTRUCTURED

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SECONDARY SOURCES

The secondary sources of data collection include ‘Company policy’, documents,official records,articles

from websites,newspapers and magazines.secondary data was collected through

Newspapers

Magazines

Journals

Internet

METHODOLOGY ADOPTED

The first step was to identify the need of attendance system for all employees.

Attendance system followed by Britannia Industries Ltd, Pantagar was analyzed closely and

questions were asked from respective managers in charge to clarify the doubts.

OPEN

ENDED

CLOSE

ENDED

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To evaluate the effectiveness of attendance system questionnaires were distributed to workers.

The data obtained was analyzed to see the level of satisfaction arising from the attendance &

further suggestions were given to frame better attendance system programmes.

As already mentioned that the attendance system is an on- going process, and experimentation never

stops. The need have to be reviewed periodically& attendance system wheel never stops.

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INTRODUCTION

FMCG INDUSTRY

Fast Moving Consumer Goods (FMCG), aalternatively called as CPG (Consumer packaged

goods) industry primarily deals with the production, distribution and marketing of consumer

packaged goods.FMCG are products that are sold quickly at relatively low cost. Though the

absolute profit made on FMCG products is relatively small, they generally sell in large

quantities, so the cumulative profit on such products can be large. Examples of FMCG generally

include a wide range of frequently purchased consumer products such as toiletries, soap,

cosmetics, teeth cleaning products, shaving products and detergents, as well as other non-

durables such as glassware, light bulbs, batteries, paper products and plastic goods. FMCG may

also include pharmaceuticals, consumer electronics, packaged food products and drinks,

although these are often categorized separately.

Products belonging to the FMCG segment generally have the following characteristics:

They are used at least once in a month.

They are used directly by the end consumer.

They are non – durable.

They are sold in packaged form.

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The prime segments of the FMCG sector include personal care, household care, packaged food and

beverages, spirits and tobacco. The giants in FMCG sector include Unilever, Proctor & Gamble,

Cadbury’s, Wrigley and Perfetti.

FMCG are those consumables which are normally consumed by the consumers at a regular

interval. Some of the prime activities of FMCG industry are selling, marketing, financing,

purchasing, etc. The industry also engaged in operations, supply chain, production and general

management.

FMCG products contrast with durable goods or major appliances such as kitchen appliances,

which are generally replaced less than once a year. In Britain, "white goods" in FMCG refers to

large household electronic items such as refrigerators. Smaller items such as TV sets and stereo

systems are sometimes termed "brown goods"

Some of the best known examples of Fast Moving Consumer Goods companies include Clorox,

Colgate-Palmolive, General Mills, H. J. Heinz, Reckitt Benckiser, Sara Lee, Nestlé, Unilever,

Procter & Gamble, Coca-Cola, Carlsberg, Kimberly-Clark, Kraft, Pepsi, Warburtons, Wilkinson

and Mars.

Indian FMCG Sector

The Indian FMCG sector is the fourth largest in the economy and has a market size of US$13.1

billion. Well-established distribution networks, as well as intense competition between the

organised and unorganised segments are the characteristics of this sector. FMCG in India has a

strong and competitive MNC presence across the entire value chain. It has been predicted that

the FMCG market will reach to US$ 33.4 billion in 2015 from US $ billion 11.6 in 2003. The

middle class and the rural segments of the Indian population are the most promising market for

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FMCG, and give brand makers the opportunity to convert them to branded products. Most of the

product categories like jams, toothpaste, skin care, shampoos, etc, in India, have low per capita

consumption as well as low penetration level, but the potential for growth is huge.

The Indian Economy is surging ahead by leaps and bounds, keeping pace with rapid

urbanization, increased literacy levels, and rising per capita income.

The big firms are growing bigger and small-time companies are catching up as well. According

to the study conducted by AC Nielsen, 62 of the top 100 brands are owned by MNCs, and the

balance by Indian companies. Fifteen companies own these 62 brands, and 27 of these are owned

by Hindustan Lever. Pepsi is at number three followed by Thums Up. Britannia takes the fifth

place, followed by Colgate (6), Nirma (7), Coca-Cola (8) and Parle (9). These are figures the soft

drink and cigarette companies have always shied away from revealing. Personal care, cigarettes,

and soft drinks are the three biggest categories in FMCG. Between them, they account for 35 of

the top 100 brands.

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Exhibit I

THE TOP 10 COMPANIES IN FMCG SECTOR

S. NO. Companies

1. Hindustan Unilever Ltd.

2. ITC (Indian Tobacco Company)

3. Nestlé India

4. GCMMF (AMUL)

5. Dabur India

6. Asian Paints (India)

7. Cadbury India

8. Britannia Industries

9. Procter & Gamble Hygiene and Health Care

10. Marico Industries

The companies mentioned in Exhibit I, are the leaders in their respective sectors. The personal

care category has the largest number of brands, i.e., 21, inclusive of Lux, Lifebuoy, Fair and

Lovely, Vicks, and Ponds.  There are 11 HLL brands in the 21, aggregating Rs. 3,799 crore or

54% of the personal care category. Cigarettes account for 17% of the top 100 FMCG sales, and

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just below the personal care category. ITC alone accounts for 60% volume market share and

70% by value of all filter cigarettes in India.

The foods category in FMCG is gaining popularity with a swing of launches by HLL, ITC,

Godrej, and others. This category has 18 major brands, aggregating Rs. 4,637 crore. Nestle and

Amul slug it out in the powders segment. The food category has also seen innovations like

softies in ice creams, chapattis by HLL, ready to eat rice by HLL and pizzas by both GCMMF

and Godrej Pillsbury. This category seems to have faster development than the stagnating

personal care category. Amul, India's largest foods company, has a good presence in the food

category with its ice-creams, curd, milk, butter, cheese, and so on. Britannia also ranks in the top

100 FMCG brands, dominates the biscuits category and has launched a series of products at

various prices.

In the household care category (like mosquito repellents), Godrej and Reckitt are two players.

Goodknight from Godrej, is worth above Rs 217 crore, followed by Reckitt's Mortein at Rs 149

crore. In the shampoo category, HLL's Clinic and Sunsilk make it to the top 100, although P&G's

Head and Shoulders and Pantene are also trying hard to be positioned on top. Clinic is nearly

double the size of Sunsilk.

Dabur is among the top five FMCG companies in India and is a herbal specialist. With a turnover

of Rs. 19 billion (approx. US$ 420 million) in 2005-2006, Dabur has brands like Dabur Amla,

Dabur Chyawanprash, Vatika, Hajmola and Real. Asian Paints is enjoying a formidable presence

in the Indian sub-continent, Southeast Asia, Far East, Middle East, South Pacific, Caribbean,

Africa and Europe. Asian Paints is India's largest paint company, with a turnover of Rs.22.6

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billion (around USD 513 million). Forbes Global magazine, USA, ranked Asian Paints among

the 200 Best Small Companies in the World

Cadbury India is the market leader in the chocolate confectionery market with a 70% market

share and is ranked number two in the total food drinks market. Its popular brands include

Cadbury's Dairy Milk, 5 Star, Eclairs, and Gems. The Rs.15.6 billion (USD 380 Million) Marico

is a leading Indian group in consumer products and services in the Global Beauty and Wellness

space. The Indian FMCG sector is the fourth largest sector in the economy with a total market

size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well-

established distribution network, intense competition between the organized and unorganized

segments and low operational cost. Availability of key raw materials, cheaper labor costs and

presence across the entire value chain gives India a competitive advantage.

The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015.

Penetration level as well as per capita consumption in most product categories like jams,

toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential.

Burgeoning Indian population, particularly the middle class and the rural segments, presents an

opportunity to makers of branded products to convert consumers to branded products.

Growth is also likely to come from consumer 'upgrading' in the matured product categories. With

200 million people expected to shift to processed and packaged food by 2010, India needs

around US$ 28 billion of investment in the food-processing industry.

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Automatic investment approval (including foreign technology agreements within specified

norms), up to 100 per cent foreign equity or 100 per cent for NRI and Overseas Corporate Bodies

(OCBs) investment, is allowed for most of the food processing sector.

Growth in production of FMCG

Production (market size) Unit 2002-2003 % growthEst 2003-2004

EST % growth

FMCG (overall) Rs billion 600 2% 609 1.5%

Soap & Toiletries (overall) Rs billion 90 -5% 90.9 1%

Soap & Toiletries (overall) Mn ton 60 4% 60.09 1.50%

Fabric wash market MN ton 50 4% 50.25 0.50%

Laundry soaps/bars Rs billion 53.3 -6.5% 50.64 -5%

Detergent cakes MN ton 15 10% 15.3 2%

Washing powder MN tonn 25 10% 25.63 2.5%

Dish wash Rs billion 4.4 25% 4.27 -3%

Personal wash market Rs billion 45 5% 45.45 1%

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Toilet soap Rs billion 42 -3.2% 40.11 -4.5%

Personal health care Rs billion 52 5% 50.44 -3%

Oral care Rs billion 26 4% 24.7 -5%

Tooth paste Rs billion 17.3 -13% 16.44 -5%

Tooth powder Rs billion 4.6 -6% 4.23 -8%

Tooth brush Rs billion 4.0 10% 4.2 5%

Skin care & cosmetics Rs billion 12 5% 12.6 5%

Skin/fairness cream Rs billion 5 12% 5.075 1.5%

Shaving cream Rs billion 1.1 15% 1.32 20%

Deodorant Rs billion 0.8 40% 1.12 40%

Hair Care

Coconut oil Rs billion 15 2% 15.23 1.5%

Coconut oil Tonn 3000 4% 3150 5%

Branded coconut oil Rs billion 8 6% 8.8 10%

Shampoos Rs billion 10.2 -5% 10.51 3%

Shampoos Tonn 29000 10% 33350 15%

Anti dandruff shampoos Rs billion 1 15% 1.15 15%

Hair dyes Rs billion 2 30% 2.5 25%

Feminine Hygiene Rs billion 2 0% 2.04 2%

Cleaners/Repellents Rs billion 8 20% 9.6 20%

Projected Growth in Production of FMCG Sector

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SECTOR UNITFirst two quarters(Apr-Sept 2003-04) Actual

First two quarters(Apr-Sept 2004-05) Projected

FMCG (overall) Rs billion 1.50% 2%

Soap & Toiletries (overall) Rs billion -4% 1.50%

Soap & Toiletries (overall) MN tonn 2% 4%

Fabric wash market

Laundry soaps/bars Rs billion -8% 0%

Laundry soaps/bars MN Tonn -5% 1%

Detergent cakes MN Tonn 7% 3%

Washing powder MN Tonn 7% 4%

Dish Wash Rs billion 10% 5.5%

Personal wash market Rs billion 7% 1.5%

Toilet Soap Rs billion -5% 1.5%

Personal health care Rs billion 5% 2%

Oral care Rs billion 4% 0.5%

Tooth paste Rs billion -4% 0.5%

Tooth powder Rs billion -6% 0.2%

Tooth brush Rs billion 12% 6%

Skin care & cosmetics Rs billion 5% 7%

Skin/fairness cream Rs billion 12% 12%

Shaving cream Rs billion 15% 20%

Deodorant Rs billion 32% 25%

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Hair Care

Coconut oil Rs billion 1.5% 2%

Coconut oil Tonn 3.5% 6%

Branded coconut oil Rs billion 6% 12%

Shampoos Rs billion 2% 5%

Shampoos Tonn 12% 15%

Anti dandruff shampoos Rs billion 15% 17%

Hair dyes Rs billion 25% 26%

Cleaners/repellants Rs billion 20% 22%

 

FMCG Products and Categories

- Personal Care, Oral Care, Hair Care, Skin Care, Personal Wash (soaps);

- Cosmetics and toiletries, deodorants, perfumes, feminine hygiene, paper products;

- Household care fabric wash including laundry soaps and synthetic detergents; household

cleaners, such as dish/utensil cleaners, floor cleaners, toilet cleaners, air fresheners, insecticides

and mosquito repellents, metal polish and furniture polish;

FMCG in 2006

The performance of the industry was inconsistent in terms of sales and growth for over 4 years.

The investors in the sector were not gainers at par with other booming sectors. After two years of

sinking performance of FMCG sector, the year 2005 has witnessed the FMCGs demand growing.

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Strong growth was seen across various segments in FY06. With the rise in disposable income

and the economy in good health, the urban consumers continued with their shopping spree.

- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread,

biscuits, etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc,

snack food, chocolates, etc.

- Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops,

CTVs; other electronic items such as Refrigerator, washing machines, etc. coming under the

category of White Goods in FMCG;

Sector Outlook

FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs. 60,000

crores. FMCG sector generates 5% of total factory employment in the country and is creating

employment for three million people, especially in small towns and rural India.

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Analysis of FMCG sectors

Strengths:

1.Low operational costs

2. Presence of established distribution networks in both urban and rural areas

3. Presence of well-known brands in FMCG sector

Weaknesses:

1. Lower scope of investing in technology and achieving economies of scale, especially in small

sectors

2. Low exports levels

3. "Me-too" products, which illegally mimic the labels of the established brands. These products

narrow the scope of FMCG products in rural and semi-urban market.

Opportunities:

1. Untapped rural market

2. Rising income levels, i.e. increase in purchasing power of consumers

3. Large domestic market- a population of over one billion.

4. Export potential

5. High consumer goods spending

Threats:

1. Removal of import restrictions resulting in replacing of domestic brands

2. Slowdown in rural demand Tax and regulatory structure

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COMPANY PROFILE

COMPANY PROFILE

The story of one of India's favorite brands reads almost like a fairy tale. Once upon a time, in 1892 to be

precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial

investment of Rs. 295. The company we all know as Britannia today.

The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of

electricity, Britannia mechanized its operations, and in 1921, it became the first company east of the

Suez Canal to use imported gas ovens. Britannia's business was flourishing. But, more importantly,

Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, the

Government reposed its trust in Britannia by contracting it to supply large quantities of "service biscuits"

to the armed forces.

As time moved on, the biscuit market continued to grow… and Britannia grew along with it. In 1975, the

Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed

Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%,

firmly establishing the Indianans of the firm. The following year, Britannia Biscuit Company was re-

christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores

revenue mark.

On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its

Platinum Jubilee. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better"

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- and made its first foray into the dairy products market. In 1999, the "Britannia Khao, World Cup Jao"

promotion further fortified the affinity consumers had with 'Brand Britannia'.

Britannia strode into the 21st Century as one of India's biggest brands and the pre-eminent food brand

of the country. It was equally recognized for its innovative approach to products and marketing: the

Lagaan Match was voted India's most successful promotional activity of the year 2001 while the

delicious Britannia 50-50 Maska-Chaska became India's most successful product launch. In 2002,

Britannia's New Business Division formed a joint venture with Fonterra, the world's second largest Dairy

Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and

accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200 Small Companies of the

World', and The Economic Times pegged Britannia India's .

Today, more than a century after those tentative first steps, Britannia's fairy tale is not only going strong

but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to

crores of rupees in wealth for Britannia's shareholders. The company's offerings are spread across the

spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-

oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India's one

billion populations and a strong management at the helm means Britannia will continue to dream big on

its path of innovation and quality. And millions of consumers will savor the results, happily ever after.

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COMPANY OVERVIEW

HISTORY:- The story of on of India’s favorite brands reads almost like a fairy. Once upon a time, in 1982

to be precise, a biscuit company was started in nondescript house in Calcutta (now Kolkata) with an

initial investment of Rs. 295 the company we all know as Britannia today,

The beginnings might have been humble the dreams were anything but, by 1910, with the advent of

electricity, Britannia mechanized its operations, and in 1921it became the first company east of the Suez

Canal to use imported gas ovens, Britannia’s business was flourishing. But, more importantly Britannia

was acquiring a reputation for quality and value, as a result, during the tragic world war ll, the

government reposed its trust n Britannia by contracting it to supply large quantities of “service biscuits ”

to the armed forces.

EXPANSION:- as time moved on, the biscuit market continued to grow… and Britannia grew along with

it. In 1975, the Britannia biscuit company took over the distribution of biscuits fro, parry’s who till now

distributed Britannia biscuits in India, in the subsequent public issue of 1978, Indian shareholder crossed

60%firmly establishing the Indian ness of the firm the following year, Britannia biscuit company was re-

christened Britannia industries limited (BIL).four years later in 1983, it crossed the Rs 100 core revenue

mark.

On the operations front, the company was making equally dynamic strides. In 1992 it celebrated its

platinum jubilee. The wadia group acquired a stake in the company and became an equal partner with

group danone in Britannia, the subsequent year saw sales cross a landmark 1, 00,000 tones of biscuits or

I billion packs of 100g.

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In 1997 , the company unveiled its new corporate identity –“eat healthy think better”- and made its first

foray into the dairy products market, in 1999 the “Britannia khao,world cup jao”promotions further

forfeited the affinity consumers had with ‘brand Britannia’.

Britannia strode into the 21st century as one of India’s biggest brands and the pre-eminent food brand of

the country; it was equally cognized for its innovative approach to products and marketing: the lagaan

match was voted India’s mast successful promotional activity of the year 2001 while the delicious

Britannia 50-50 maska Chaska became India’s mast successful product launch. In 2002, new business

division formed a joint venture with fonterra, the world’s second largest dairy company, and Britannia

New Zealand foods pvt. ltd was born in reorganization of its vision and accelerating graph forbs global

rated Britannia one amongst the top 200 small companies of the world and The economic times pegged

Britannia India’s 2nd most trusted brand,

Today more than a century after those tentative first steps, Britannia fairy tale in not only going strong

but blazing new standards, and that miniscule initial investment has grown by leaps and

Bounds to crore of rupees in wealth for Britannia’s shareholders. The company’s offering are spread

across the spectrum with products ranging from the healthy and economical tiger biscuits mo the more

lifestyle-oriented milkman cheese. Having succeeded I garnering the trust

of almost one-third of India’s one billion populations and a strong management at the helm means

Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will

savoir the results, happily ever after.

PLANT LOCATION:- Delhi, Bangalore, Chennai, Kolkata new unit has been establish in Pantnagar.

BIL, PANTNAGAR PLANT:- a substantial portion of biscuits is manufactured to its new zone called “tax-

free zone”. Established in April, 05, it has annual production capacity of about 44,600mt, presently

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having an out put of 3720mt per month.

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MILESTONE OF BRITANNIA

1892

The genesis- BRITANNIA established with an investment of Rs295 in Kolkata.

1910

Advent of electricity sees operations mechanized.

1921

Imported machinery introduced BRITANNIA becomes the first company east of the Suez to use

gas ovens.

1939-44

Sales rise exponentially to Rs 16, 27,202 in 1939 during 1944 sales ramp up by more than 8times

to reach Rs 1.36 crore.

1975

BRITANNIA BISCUITS CO. takes over biscuit distribution from parry.

1978

Public issue- Indian shareholding cross 60%.

1979

Re-christened BRITANNIA INDUSTRIES LTD (BIL).

1983

Sales cross Rs 100 crore.

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1989

The executive office relocated at Bangalore.

1992

Bil celebrates its platinum jubilee.

1993

Wadia group acquires stake in ABIL, UK &became an equal Partner with group Danone in BIL.

1994

Volumes cross 1, 00, 000 tones of biscuits.

1997

Re-birth – new corporate identity Eat Healthy, Think Better

Leads to new mission. Make every third Indian Britannia

CONSUMERS

BIL enters the dairy products marker.

1999

Britannia Khao, World Cup Jao. - a major success Profit up37%

2000

Forbes Global Ranking – Britannia among Top 300 small Companies.

2001

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BIL ranked one of India’s biggest brands No. 1 food brand of Britannia Lagaan Match: India’s most

successful

Promotional activity of the year’s .Maska-Chaska: India’s most successful FMCG launch.

2002

BIL launches joint venture with Fonterra, the world’s second Larges dairy company. Britannia New

Zealand Foods Pvt. Ltd is born, rated as one amongst the Top 200 small Companies of the world by

forbs global economic time Ranks bill India’s second most trusted brand. Pure magic- winner of the

world star, Asia star& India star award for packaging. ‘Treat duet’ – most successful launch of the

year ‘Britannia Khao,World cup Jao’ rocks the consumer lives yet Again

2004

Britannia accorded the status of being a ‘super rand’ Cross 3, 00,000 tons of biscuits.

Good day adds a new radiant- coconut-in its range.

2005

Re-birth of tiger – ‘swasth khao, tiger ban Jao’ become the popular chant Britannia launched

‘Greetings’ range of premium assorted gift Packs. The new plant in Uttrakhand, commissioned ahead of

Schedule. The launch of yet another exciting snacking option Britannia

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HISTORY OF BISCUITS

Sweet or salty. Soft or crunchy. Simple or exotic. Everybody loves the munching on biscuits, but do they

know how biscuits began?

The history of biscuits can be traced back to recipe created by the Raman Chef Apicius, in which “a thick

paste of fine wheat flour was boiled & apread out on a plate. When it had dried & hardened it was cut

up & then fried until crisp, then served with honey & pepper.”

The word <Biscuit> is derived from the Latin words <Bis> means ‘twice’ and ‘Coctus’means ‘cooked of

baked’.

The word ‘Biscotti’ is also the generic term for cooking in ltalian. Back then, biscuits were unleavened,

hard & thin wafers which, because of their low water content, were ideal food to store. Hard track

biscuits (earliest version of biscotti & present day crackers) were part of the stayed fresh for long

periods. The seafaring age, thus, witnessed the boom of biscuits when these were sealed in airtight

containers to last of month at a time. As technology improved during the industrial Revolution in the

19th century, the price of sugar & flour dropped. Chemical leavening agents, such as baking soda,

became available & a profusion of cookies recipes occurred.

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INTRODUCTION OF BRITANNIA PANTNAGAR UNIT

Britannia industries ltd was established at pantnagar on 1st May 2004 in the area of approximately 20

acres mainly for the purpose of production of biscuits as this area is free from almost all types of taxes.

In Britannia industries ltd there are many types of departments which are inter connected to each other

and work together for the welfare of the company as the whole.There is a well built communication

system inside the company which helps in doing the work on time and full efficiency and effectivness.

The department of company includes Quality assurance, stores, production, purchase, maintenance,

engineering, packaging and dispatch, personnel training, finance, legal and administrative security.

In the Company when the raw material is entered in the company from that time onwards the quality of

material is taken into consideration. Firstly the material is taken into the laboratary and is being tested

and after that it is being taken in progress.

At the production plant also care is being taken for the neatness and cleanness of the biscuits and the

biscuits are prepared in full hygienic conditions. For this purpose all the persons who enter the

production or plant area is not allowed to go inside without wearing a cap.

New concept like 5S is also being implemented in Britannia Industries ltd. The Company is persuing for

ISO14001 certificate and it is ISO 22000 certified.

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NUMBER OF PLANTS AND PRODUCTION AT THE PANTNAGAR BRANCH

Not all the branches of britannia are produced in this branch only some brands of biscuits are produced

at this branch.

Production of biscuits in Britannia Pantnagar is divided into four plants:

1) Plant I

a) Good day butter

b) Good day pista badam

2) Plant II

a) Good day cashew

3) Plant III

a) Fifty- fifty(50-50)

i) 50-50

ii) 50-50 Maska Chaska

iii) 50-50 Paper Chaker

4) Plant IV

a) Chocolate treat bourbon

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b) Orange treat

MANAGEMENT OF BIL, RUDRAPUR

FACTORY MANAGER: - MR. V. K. PROOTHI

PRODUCTION MANAGER:- MR. MEHAK SINGH

QUALITY ASSURANCE:- MR.DHANANJAY

MAINTENACE MANAGER:- MR.ABHIJEET DUTTA

PURCHASE MANAGER:- MR. ANIL SHARMA

FINANCE MANAGER:- MR. MUDIT AGARWAL

ENGINEERING MANAGER:- MR. SANJEEV KOSHY

HR-DEPARTMENT

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HR MANAGER:- MR. MAYANK SRIVASTAV

PERSONNEL OFFICER:- MR. N.C.PANDEY

TRAINEE WELFARE OFFICER:- MR.S.N. DUBEY

Worker’s Education

The education category of the workers has been categorized in to three parts:-

i. Less qualified

ii. Medium qualified

iii. Highly qualified

Less Qualified

This category in4cludes those workers who are X and XII pass. This category also includes those workers

who are not educated.

Medium Qualified

This category includes those staff and workers who have attained graduate level education. This

group generally forms clerical staff.

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Highly Qualified

This category includes those staff and workers who are postgraduate or hold some special degrees or

knowledge. This category also includes technically qualified people. In this category most of the person

are experience holder like production manager, accountant.

GLOBAL PARTNERS

The Nadia Group of India along with Groupe Danone of France, are equal shareholders in ABIL, UK which

is a major shareholder in Britannia Industries Limited. GROUPE DANONE is an International FMCG Major

specializing in Fresh Dairy Products, Bottled Water and Biscuits/Cereals. One of the World leaders in the

food industry, these are some of the laurels it possesses:

No. 1 worldwide in Fresh Dairy Products

No. 1 worldwide equally placed in Bottled Water (by volume)

No. 2 worldwide in Biscuits and Cereal Products

Through its three core businesses (Fresh Dairy Products, Beverages and Biscuits and Cereal Products),

GROUPE DANONE is committed to improving the lives of people around the world by providing them

with better food products, a wider variety of flavors and healthier pleasures. Its dominant position

worldwide is based on major international brands and on its solid presence in local markets (about 70%

of global sales come from brands that are local market leaders).

GROUPE DANONE is recognized for the dynamism and strength of its brands:

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Danone: the leading brand worldwide for Fresh Dairy Products; DANONE represents almost 20%

of the international market. DANONE is present in 40 countries worldwide.

Evian: the best selling mineral water brand, with 1.5 billion bottles sold every year. Present in

the 5 continents, in 125 countries.

LU: the second brand worldwide, the first biscuits brand of GROUPE DANONE, which represents

almost the half of the sales for the Biscuits and Cereal Products division. LU is mainly present in Western

Europe.

WAHAHA: the leading brand for refreshing still water (water, ready made tea, fruit juices). The

brand is one of the most popular in China, with more than 1.5 billion liters of water sold each year. Its

name means "the child who laughs".

Financial results:

Net sales in 2004: 13,024 million Euros (+6.1% at comparable scope)

Operational Income: 1,706 million Euros

Operating Margin: 13.1% (+40 base points in relation to 2004

Most consumers believe that to in order to stay healthy one needs to make

certain compromises on some good things in life. Whether it is missing that

extra hour of sleep over early morning exercise, or eating unappetizing foods

over that extra oil-dripping samosa. At the same time most of us agree that

good nutrition cannot come from one kind of food alone, but from a healthy

combination / assortment of several healthy ingredients put together. Britannia

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NutriChoice 5 Grain Biscuits are a perfect answer to those looking for healthy

eating options without as much making a compromise on taste, or convenience,

or health.

Because Britannia NutriChoice 5 Grain biscuits are made from 5 carefully chosen

healthy cereals (Oats that help reduce bad cholesterol, Corn which promotes

heart health, Ragi a good source of both Calcium as well as Fibre, Rice low in fat,

and Wheat that provides wholesome energy). These biscuits are delicately

sweetened with natural honey, and come in a unique large oval shape. It is this

large size and the healthy combination of the ingredients, that make it an ideal

hunger buster for those in-between meals time hunger.

Britannia NutriChoice 5 Grain biscuit pack contains several small single serve

pocket meals packs, so that one is never far away from pacifying hunger on the

move. So whenever you miss your breakfast, or succumb to those unhealthy

evening snacks, you can relish the goodness of health with Britannia NutriChoice

5 Grain biscuits.

Britannia is committed to help secure every child's right to Growth &

Development through good food everyday. Purposefully taking forward the

credo of 'Eat Healthy, Think Better ', we have launched a new variant under our

power brand TIGER - TIGER BANANA - power packed with IRON ZOR & and with

the delightful taste of banana.

IRON ZOR helps make mind sharper and body stronger. A Rs.4 pack has as much

IRON ZOR as that in 1 kg of Banana.

R&D in Britannia has spent considerable time to develop this nutritious and

delightful snack for children.

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Britannia Tiger Banana packed with IRON ZOR and goodness of Banana is

accessible to all, being available in convenient packs priced at Rs.2, Rs.4 and

Rs.10.

NutriChoice SugarOut

Sounds like yesterday when people commented that healthy foods meant

"compromising on the taste." NutriChoice Sugar Out is the most novel product

range to have been introduced in the market. The product is not just sweet but

tastes great, and yet contains no added sugar.

This is because NutriChoice Sugar Out is sweetened with "Socialize," derived

from sugar, which provides the same sweetness as any other biscuit, without

the added calories of sugar.

This range is available in 3 delicious variants namely Lifetime, Chocolate cream,

and Orange cream, targeted towards all health sensitive people. It is also

relevant for consumers with sugar related ailments.

We are sure that you will be pleasantly delighted with its great taste and equally

surprised to know that it has no added sugar.

Don't be taken for a ride when you read "Sugar Free" label on many biscuit

packs marketed in India or abroad. Even with 100% no-added sugar, wheat-

cereals in biscuits have their own natural sugar content. Britannia has chosen to

represent these biscuits with "No Added Sugar" claim, as there is no added

sugar in the processing of NutriChoice SugarOut.

NutriChoice Digestive Biscuit

Nothing can be more difficult than making small efforts in our daily life towards

healthy and active living. 24/7 we are engrossed in our busy schedules; skipping

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meals, missing walks, along with inadequate sleep and frequently eating-out, all

take a heavy toll on our health.

At least with the new and improved NutriChoice Digestive Biscuit, we have one

less thing to worry about. Made with 50% whole-wheat and packed with added

fibre (10% of our daily dietary needs), these delightfully tasty biscuits are

amongst your healthiest bites of the day.

In your next visit to a shop just look out for its Golden-green international

carton pack.

Try one and you'll know that you've made one smart choice - NutriChoice.

Treat Fruit Rollz

All kids who have relished the yummy creamy treasures of Britannia Treat in

exciting flavors, have yet another reason to celebrate! Britannia Treat launches

the amazingly yummy Treat Fruit Rollz!! These tasty soft rolls are filled with real

fruits and provide a healthy yet mouth-watering treat to the kids. Fruit Rollz

comes in four masti fruit flavours - Juicy Apple, Strawberry Surprise, Tangy

Orange and Delicious Dates!

Want to know a little secret? They make the best tiffin treats! So during snack

time what better than to munch on the delicious and healthy Fruit Rollz and

discover the yummy fruit flavor from within the shells. Keeping up with

Britannia's platform of 'taste bhi, health bhi', Fruit Rollz is indeed a yummy

snacking option for kids, while keeping the Moms assured about the goodness

provided by the fruit filling.

So go on and treat yourself to the lip-smacking snack!

New Britannia Milk Bikis

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Milk Bikes, the favorite growth partner of Kids, now brings greater value and

delight to all with its new product and pack design. Recently re-launched in its

existing Southern & Eastern markets, and extended across India, the new Milk

Bikes is all set to add excitement and appeal to ‘nutritious’ food. Whoever said

that ‘good food’ needs to look ‘dull and boring’, will just have to take a look at

Milk Bikes.

With a unique and attractive honeycomb design and an enhanced product

experience, the new biscuit prompts the ‘Kid’s will love it’ reaction amongst

mothers. The milk goodness in the recipe is now enhanced with SMART

NUTRIENTS – 4 vital vitamins, iron and iodine, proven to aid mental and physical

development in growing kids. The premium packaging, besides appealing to

kids, also ensures that the biscuits remain fresh and crisp.

So, whether its breakfast time or snack time at school, rest assured that kids will

look forward to munching these crunchy, milky biscuits which even helps in

their development. And yes, adults won’t be far behind in reaching out for a

pack!

Britannia 50-50 Pepper Chakkar

The launch of the latest 50-50 variant left everybody guessing "What it eez?"

From TV ads, radio, outdoor and in-store display materials to events, a website

and SMS and email blasts, traditional and new media were blended

synergistically to create excitement and curiosity about the unique taste of the

biscuit. The tangy and distinctive pepper flavored biscuit, that's thin and crispy

and more like a snack, caught the imagination of a younger audience craving

something to nibble on. The 50-50 Pepper Chakkar launch is truly a case of

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leveraging the marketing mix to best advantage.

The story of one of India's favorite brands reads almost like a fairy tale. Once upon a

time, in 1892 to be precise, a biscuit company was started in a nondescript house in

Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all know

as Britannia today.

The beginnings might have been humble-the dreams were anything but. By 1910, with

the advent of electricity, Britannia mechanized its operations, and in 1921, it became

the first company east of the Suez Canal to use imported gas ovens. Britannia's

business was flourishing. But, more importantly, Britannia was acquiring a reputation

for quality and value. As a result, during the tragic World War II, the Government

reposed its trust in Britannia by contracting it to supply large quantities of "service

biscuits" to the armed forces.

As time moved on, the biscuit market continued to grow… and Britannia grew along

with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits

from Parry's who till now distributed Britannia biscuits in India. In the subsequent

public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indian

ness of the firm. The following year, Britannia Biscuit Company was re-christened

Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100

crores revenue mark.

On the operations front, the company was making equally dynamic strides. In 1992, it

celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate

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identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products

market. In 1999, the "Britannia Khao, World Cup Jao" promotion further fortified the

affinity consumers had with 'Brand Britannia'.

Britannia strode into the 21st Century as one of India's biggest brands and the pre-

eminent food brand of the country. It was equally recognized for its innovative

approach to products and marketing: the Lagaan Match was voted India's most

successful promotional activity of the year 2001 while the delicious Britannia 50-50

Maska-Chaska became India's most successful product launch. In 2002, Britannia's

New Business Division formed a joint venture with Fonterra, the world's second

largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In

recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One

amongst the Top 200 Small Companies of the World', and The Economic Times pegged

Britannia India's 2nd Most Trusted Brand.

Today, more than a century after those tentative first steps, Britannia's fairy tale is not

only going strong but blazing new standards, and that miniscule initial investment has

grown by leaps and bounds to crores of rupees in wealth for Britannia's shareholders.

The company's offerings are spread across the spectrum with products ranging from

the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman

Cheese. Having succeeded in garnering the trust of almost one-third of India's one

billion populations and a strong management at the helm means Britannia will

continue to dream big on its path of innovation and quality. And millions of consumers

will savor the result.

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THE ORIGIN OF EAT HEALTHY AND THINK BETTER

Britannia – the biscuit leader with a history- has withstood the tests of time. Part of the reason for its

success has bee its ability to resonate with the changes in consumer needs – that have varied

significantly across its 100+year epoch. With consumer democracy reaching new levels, the one

common thread to emerge in recent times has been the shift in lifestyles & a corresponding awareness

to health. People are increasingly becoming conscious of dietary care & its correlation to wellness &

matching the new pace to their lives with improved nutritional & dietary habits. This new awareness has

seen consumers seeking foods that complement their lifestyles while offering convenience, variety &

economy, over &above health & nutrition.

Britannia saw the writing on the wall. It’s “Swasth Khao, Tan man jagao” (Eat Healthy, Think Better) re-

position directly addressed this new trend by promising the new generation a healthy & nutritious

alternative- that was also delightful & tasty.

Thus, the new logo was born, encapsulating the core essence of Britannia- healthy, nutritious, and

optimistic- & combining it with a delightful product range to offer variety & choice to consumers.

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In 1997 BIL, whose business seemed to be doing well? Instead of concentrating on it, virtually charted a

new course by seeking to reinvent itself it built a new corporate identity and adopted a colorful and

identifiable logo with a new base line – Eat Healthy, Think Better, from being a manufacturer of baked

products BIL kicked off a diversification exercise to become a comprehensive foods and beverages

company making cheese and other dairy products, in addition to its bakery products.

Its diversification into dairy business has been fairly successful the company ha s relented all its dairy

products under the milkman brand mane brand flavors like Milkman cold coffee & milkman lassie have

been launched in flavored drinks besides Milkman chocolate milk & milkman strawberry milk . Cheese,

dairy whitener, Butter & Ghee are the other products sold under the milkman brand.

By the end of 2000 the exploits of BIL seemed to have fructified, at last in the short-run in a survey

conducted b A&M, BIL emerged as the number one food company well ahead of competitive brands like

Nestle and Cadbury. Bill’s dairy business seemed to be doing reasonably well. In the cheese segment it

stood second with about 35% market share in the bakery segment also it was doing well , with its

biscuits business making significant inroads its positioning plank Eat Healthy think better also seemed

to have struck the right chord with its customers.

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COMPANY’S OBJECTIVES

MINIMIZATION OF EXTRA DUTY

MAXIMUM PRODUCTIVITY.

1. Investing in appropriate technology.

2. Working collaborates with the business partners.

3. Quality products to the customers

4. That value quality & food safety as a core pillar of the business.

5. To control the wastage & save time & efforts, company applies KAIZEN costing.

.

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RAW MATERIAL USED

1. NORMAL STORAGE RAW MATERIAL

> Wheat flour

O Sugar

O Ammonia

O Skimmed Milk powder

O Burnt sugar

O Lecithin

O Sodium bicarbonate

O Citric acid

O Palm oil

O GMS paste

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2. COLD STORAGE RAW MATERIAL

O Butter

O Cashew

O Essences

O Skimmed milk powder

O Condensed milk

These all are not become fresh in the normal temperature. That’s why these materials have to store in

the cold storo-5 temperature at which material becomes solid & fresh.

HOW THE PRODUCTION PLAN COMES?

The production plan comes directly form the company’s head office Bangalore every month.

The plan consists of: -

O Variety name.

O How much production will do for the particular variety?

O Total production in tones.

O Area where varieties will be dispatched along with the Quantity.

O Dispatch order.

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BOARD OF DIRECTORS

Name Designation

Mr.Nusli N Wadia Chairman

Ms.Vinita Bali Managing Director

Mr. George Casala Director

Mr. Keki Dadiseth Director

Mr.Avijit Dev Director

Mr. Stephan Gerlich Director

Mr. A K Hirjee Director

ROLE OF ATTENDANCE

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The role of attendance in organization is:-

1. Decrease in Absenteeism of contractual workers

2. To decrease the turn over rate by increasing the satisfaction level of workers.

3. Better human relations in management.

4. To increase the productivity of the company which in large helps the company to grow.

5. To minimize the overtime of workers.

CONCEPT OF ATTENDANCE

1. Maximum Productivity.

2. Good relation between workers and management.

3. Decrease in absenteeism.

4. Systematic attendance system.

FINDING

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Following questionnaire were distributed to the workers.

QUESTIONNAIRE

1. Do you know about the Attendance System of Britannia Industries Limited?

Yes

No

92%

8%

Yes No

INTERPRETATION:-

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92% workers know about the Attendance System of Britannia Industries Limited while only 8% workers

do not know about the Attendance System of Britannia Industries Limited.

2. Are you satisfied by the Attendance System of Britannia Industries Limited?

Yes

No

83%

17%

Yes No

INTERPRETATION:-

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83% workers are satisfied with the Attendance System of Britannia Industries Limited while17% workers

are not satisfied with the Attendance System of Britannia Industries Limited.

3. Are you satisfied by the Wages Process of Britannia Industries Limited?

Yes

No

83%

17%

Yes No

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INTERPRETATION:-

83% workers are satisfied with wages process of Britannia Industries Limited while 17% workers are not

satisfied with wages process of Britannia Industries Limited.

4. Do you know about the Attendance Policy of Britannia Industries Limited?

Yes

No

50

50

67%

33%

Yes No

INTERPRETATION:-

67% workers know about the Attendance Policy of Britannia Industries Limited while 33% workers are

do not know about the Attendance Policy of Britannia Industries Limited.

5. Do you know about the leave System of Britannia Industries Limited?

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Yes

No

58%

42%

Yes No

INTERPRETATION:-

58% workers know about the leave System of Britannia Industries Limited while 42% workers do not

know about the leave System of Britannia Industries Limited.

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6. Are you satisfied with the Leave System of Britannia Industries Limited?

Yes

No

83%

17%

Yes No

INTERPRETATION:-

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83% workers are satisfied with the Leave System of Britannia Industries Limited while 17% workers are

not satisfied with the Leave System of Britannia Industries Limited.

7. Do you think Attendance system of Britannia Industries Ltd. can be improved?

Yes

No

92%

8%

Yes No

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INTERPRETATION:-

92% workers think attendance system of Britannia Industries Limited can be improved while 8%

workers think vice-versa.

8. Do you know about the Absenteeism System of Britannia Industries Limited?

Yes

No

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67%

33%

Yes No

INTERPRETATION:-

67% workers are know about the Absenteeism System of Britannia Industries Limited while 33%

workers do not know about the Absenteeism System of Britannia Industries Limited.

9. Are you satisfied from all type of Rules regulation & Discipline of Britannia

Industries Limited?

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Yes

No

58%

42%Yes

No

INTERPRETATION:-

58% workers are satisfied from all type of rules regulation & Discipline of Britannia Industries Limited

while 42% workers are not satisfied from all type of rules regulation & Discipline of Britannia Industries

Limited.

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10. Are you satisfied by the HR Department of Britannia Industries Limited?

No

Yes

INTERPRETATION:-

83% workers are satisfied from HR Department of Britannia Industries Limited while 17% workers are

not satisfied from HR Department of Britannia Industries Limited.

83%

17%

Yes

No

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11. Are you satisfied by the conveyance facility of Britannia Industries Limited?

No

Yes

50%50%Yes

No

INTERPRETATION:

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50% workers are satisfied the conveyance facility of Britannia Industries Limited while 50% workers

are not satisfied the conveyance facility of Britannia Industries Limited.

12. Do you know about the incentive system of Britannia Industries Limited?

No

Yes

75%

25%

Yes

No

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INTERPRETATION:-

75% workers are know about the incentive system of Britannia Industries Limited while 25% workers are

do not know about the incentive system of Britannia Industries Limited.

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FINDINGS AND ANALYSIS

After observation and personal interview the attendance procedure followed in Britannia Industries Ltd.

Pant agar could be found. We came to know that every worker of BIL. Is issued a monthly attendance

card and each day worker has to show this card to the respective in charge who marks his attendance in

that card and notes the time of reaching to the company and similarly the Time Out i.e. when the

worker leaves the company is noted in that monthly attendance card. Every month the worker is issued

a new monthly card.

Similar attendance which is recorded in the attendance card of the worker is recorded in the attendance

sheet which is kept with the management. Attendance is also marked by the supervisor of respective

dept. of particular contractual worker .Further cross checking is done per day of the attendance marked

by the management and that of attendance marked by the supervisors of of respective department .

Then this attendance is fed on the computer.

So, we see the attendance procedure followed by the BIL is somewhat manual.

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CONCLUSION

In today’s cut throat competition & rapidly changing society, attendance system is not only desirable but

the organization must commit resources to it.

Workers know about the attendance system followed by the company and workers are satisfied with

the attendance system. Though workers are satisfied with the attendance system of the company but

still they feel further improvements can be made in the attendance system.

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RECOMMENDATIONS

Employee should be made to understand that they become more productive, efficient and

effective in their work if they take their attendance with total positive approach.

The programme should be designed in such a way that it helps to fulfill the need of all

departments plus it should also satisfy the expectations of the workers.

The programme should turn out in such a way that it is beneficial for staff members.

Further on, company could use automatic 'swipe' cards which read automatically when a person

moves out or in could be an answer to recording ... of course it would require the employee to

wear the ID full time this could be enforced easily

A feasibility study could be done no wades readymade - automated attendance tracking

software are available with different means of recording. Normally FIRST IN PUNCH will be

considered as Time in, and last PUNCH OUT will be Time out for attendance in biometric

systems.

It’s true that a swipe card can be faked, so essentially we are looking at a more personalized

identity, a unique one. Obvious solutions are Retina and Thumb. But within them, the retina

system is too costly and workers might not be comfortable posing every time in front of the

sensor to enter, they might complain damage to the eyes.

So a thumb based biometric is a good solution .As far as the problem of still entering the factory

even after getting scanned , we can have another similar system with the concerned dept

supervisor which should be the control point for movement . Plus good backend software will

solve the problem of multiple entry/exits.

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BIBLOGRAPHY

BOOKS AND JOURNALS

Britannia Industries Ltd. Manuals.

Personnel Management. By C.V.Mamoria

Personnel Management. By S.V. Gankar

Human resource & Personnel Management by Ashwathappa

WEBSITES

www.britindia.com

www.google.com

www.cithr.com

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ANNEXURES

QUESTIONAIRE

1. Do you know about the Attendance System of Britannia Industries Limited?

Yes No

2. Are you satisfied to Attendance System of Britannia Industries Limited?

Yes No

3. Are you satisfied Wages Process of Britannia Industries Limited?

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Yes No

.

4. Do you know about the Attendance Policy of Britannia Industries Limited?

Yes No

5. Do you know about the leave System of Britannia Industries Limited?

Yes No

6. Are you satisfied to the Leave System of Britannia Industries Limited?

Yes No

7. Do you think Attendance system of Britannia Industries Ltd. can be improved?

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Yes No

8. Do you know about the Absenteeism System of Britannia Industries Limited?

Yes No

9. Are you satisfied from all type of Rules regulation & Discipline of Britannia

Industries Limited?

Yes No

10. Are you satisfied by the HR Department of Britannia Industries Limited?

Yes No

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11. Are you satisfied by the conveyance facility of Britannia Industries L

Yes No

12. Do you know about the incentive system of Britannia Industries Limited?

Yes No

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