suzlon

UNIVERSITY OF MUMBAI

PROJECT REPORT ON

THE STUDY ABOUT GENERAL MANAGEMENT ACTIVITIES AT SEL

IN PARTIAL FULLFILMENT FOR BACHELORS OF

MANAGEMENT STUDIES

2010-11

PROJECT GUIDE

PROF.PRERNA SHARMA

SUBMITTED BY:

ANTHONY JOHNSON

ROLL NO: B-3402

SPECIALISATION IN

GENERAL CATEGORY

MAHATAMA EDUCATION SOCIETY’S

PILLAI’S COLLEGE OF ARTS, COMMERCE & SCIENCE

NEW PANVEL

1

MAHATAMA EDUCATION SOCIETY’S

PILLAI’S COLLEGE OF ARTS, COMMERCE, SCIENCE.

NEW PANVEL

CERTIFICATE

To whomsoever it may concern

This is to certify that the work entered in this journal is the work

of MASTER ANTHONY JOHNSON OF CLASS T.Y.BMS; I

have successfully completed a project report on THE STUDY

ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY

LIMITED in the year 2010 - 2011 in college as laid down by the

college authority.

_____________ __________

Professor/Guide BMS Co-ordinator(PROF.PRERNA SHARMA) (PROF.PRERNA SHARMA)

___________

Date: __________ External Examiner

2

DECLARATION

I, MASTER ANTHONY JOHNSON student of TYBMS,

MAHATAMA EDUCATION SOCIETY’S PILLAI’S

COLLEGE OF ARTS, COMMERCE & SCIENCE, hereby

declare that I have completed the project report on THE STUDY

ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY

LIMITED in the academic year 2010 - 2011. The information

submitted by me is true to the best of my knowledge.

__________

Signature

3

INDEX

INDEX CONTENTS PAGE NO.

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY

Chapter 1 INTRODUCTION & METHODOLOGY &

OBJECTIVE OF THE PROJECT

08

Chapter 2 INDUSTRY PROFILE 12

Chapter 3

3.1

3.2

3.3

3.5

3.6

3.7

3.8

COMPANY PROFILE: SUZLON

Suzlon Energy Ltd - Overview

Corporate Philosophy

Company Information

History of Suzlon

Organization Chart

Awards & Contribution

Supplier, Clients & Competitors

18

Chapter 4 COLLECTION & ANALYSIS OF DATA 41

Chapter 5 INTERPRETATION OF DATA 43

Chapter 6 HUMAN RESOURCE DEPARTMENT 45

4

Chapter 7 CONCLUSION 83

Chapter 8 GLOSSARY 84

Chapter 10

10.1

10.2

APPENDICES

Bibliography

Wibliography

85

Chapter 11

11.1

11.2

ANNEXURE

Questions

News paper article

86

5

ACKNOWLEDGEMENT:

It was a great pleasure working on this project with a

reputed company like suzlon.

However my efforts alone could not have been sufficient

for completion of this project. I am extremely thankful to all those people

who have helped me in collecting valuable information and helped me in

completion of this project.

The foremost among them is my guide and our BMS

Co-ordinator, Prof. PRERNA SHARMA whose constant corrective

guidance and motivation enabled a focused effort towards completion of

the project.

Last but not the least; I extend my gratitude to my college

PILLAIS COLLEGE OF ARTS, SCIENCE AND COMMERCE for

providing the all needed support.

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EXECUTIVE SUMMARY

Although windmills have been used for more than a dozen centuries for

grinding grain and pumping water, interest in large scale electric power generation

has developed over the past 50 year. A largest wind generator built in recent times

was the 800 kW unit operated in France from 1958-1960. The flexible 3 blades

propeller was about 35 m in diameter and produced the rated power in a 60 km/hour

wind with a rotation speed of 47 rpm. The maximum power developed was 12 MW.

In India the interest in the windmills was shown in the last fifties and early

sixties. Apart from importing a few from outside, new designs were also developed,

but it was not sustained. It is only in the last few years that development work is going

on in many institutions. An important reason for this lack of interest in wind energy

must be that winds, in India are relatively low and vary appreciably with the seasons.

Data quoted by some scientists that for India wind speed value lies between 5 km/hr

to 15-20 km/hr. these low and seasonal winds imply a high cost of exploitation of

wind energy. Calculation based on the performance of typical windmill have indicated

that a unit of energy derived from a windmill will be at least several times more

expensive than energy derivable from electric distribution lines at the standard rates,

provide such electrical energy is at all available at the windmill site.

Suzlon Energy Limited traces its roots back to 1995, when the company took its first

step on the renewable energy stage with its incorporation. Suzlon began its journey to the

forefront of the wind energy industry with a small but significant project to supply wind

energy wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In little

over a decade, Suzlon has grown to rank as the world’s 5 th leading and Asia’s leading

manufacturer of wind turbines, with over 2,000 MW of wind turbine capacity supplied in

India and across the world. The company registered revenues of USD 867 million, and a net

worth of USD 671 million, CFD FD 2006, with a current order book exceeding USD 1.7

billion

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CHAPTER 1

OBJECTIVE

I have prepared my project report in “SUZLON ENERGY LIMITED”, as a project

work being curriculum of BMS program. In this report I have done the report work on

“THE STUDY OF GENERAL MANAGEMENT ACTIVITIES” The objective of

this project was to get acquainted with Human Resource Development and make us

more practical. It helps us to know what role we are going to play in the real world.

While every attempt has been made so that the information contained in the project

report is as authentic as possible, there is also data that could be based on the

information collected from reliable sources.

RESARCH METODOLOGY:

8

RESEARCH METHODOLOGY:

9

Research will be more of descriptive research. Descriptive research includes surveys

and facts findings enquiries of different kinds. The main purpose of descriptive

research is description of the state of affairs as it exists at present.

The main characteristics of this method are that the researcher has no control over the

variables , he can only report what has happened or what is happening.

PRIMARY DATA:

Primary research means marketers collect research data by examining the methods

used for collecting primary data. When marketers conduct research to collect original

data for their own needs it is called as primary research.

Example: data collected through questionnaire survey, brain storming, opinion poll,

discussion etc. Primary data includes;

1) Personnel interview:

Personnel interview means here the manager or top member are taken

interview to collect the data of the organization.

2) Questionnaire:

It is the method in which the questionnaire is prepared and asked to the

member of the organization.

3) Observation:

In this method through observation the data is collected.

10

SECONDARY DATA:

It is next to primary data. This data is already collected and complied for

some other purpose by someone else other than the researcher himself. Such data may

be in the form of statistical statements, company reports, company records, bulletins,

tables etc. It is available easily, quickly and economically.

Secondary data includes:

1) Newspaper:

The data is collected from newspapers like economic times, business news etc.

2) Magazines:

The company magazines are referred for getting more information about the

company

e. g. business magazines etc.

3) Journals:

Previous record and journals are used for collecting secondary data.

CHAPTER 2

11

WIND-MILL INDUSTRY PROFILE

First of all we need to understand how the wind energy works.

Wind result from air in motion. Air in motion arises from a pressure

gradient. On a global basis one primary forcing function causing surface winds

from the poles towards the equator is convective circulation. Solar radiation heats

the air near the equator, and this low density heated air is buoyed up. At the

surface it is displaced by cooler more dense higher pressure air flowing from back

poles, In the upper atmosphere near the equator the air thus tend to flow back

toward the poles and away from the equator. The net result is a global convective

circulation with surface winds from north to south in the northern hemisphere.

It is clear from the above over simplified model that the wind is

basically caused by the solar energy irradiating the earth. This is why utilization is

considered a part of solar technology.

There is the further complication of boundary layer frictional effects

between the moving air and the earth’s rough surface. Mountains, trees, buildings,

and similar obstructions impair stream line air flow. Turbulence result and the

wind velocity in a horizontal direction markedly with altitude near the surface.

Then there is the obvious fact of land water with their unequal solar absorption

and thermal time constants. During day light the land heats up rapidly compared

to nearby sea or water bodies, and there tends to be a surface wind flow from

water to the land. At night the wild reverses, because the land surface cools faster

than the water.

Local winds are caused by two mechanisms. The first is differential

heating of land water. Solar insulation during the day is readily converted to

sensible energy of land surface but is partly consumed in evaporating some of that

water. The land mass becomes hotter than the water, which causes the air above

the land to heat up and become warmer than the air above the water. The warmer

lighter air above the land rises and mechanism of shore breezes. At night, the

direction of the breezes is reversed because the land mass cools to the sky more

12

rapidly than the water, assuming a clear sky. The second mechanism of local wind

is caused by hills and mountain sides. The air above the slopes heats up during the

day and cools down at night, more rapidly than the air above the flow lands. This

causes heated air the day to rise along the slopes and relatively cool heavy air flow

down at night.

It has been estimated that 2 per cent of all solar radiation on the face of

the earth is converted to kinetic energy in the atmosphere and that 30 per cent of

this kinetic energy occurs in the lowest 1000 m of elevation. It is thus said total

kinetic energy of wild in this lowest kilometer, if harnessed, can satisfy several

times the energy demand of country. It is also claimed that wind power is

pollution free and that its source of energy is free. Such are the seemingly

compelling arguments for wind power, not unlike those for solar power. Although

solar energy is cyclic and predictable, and even dependable in some parts of the

globe, wind energy, however, is erratic, unsteady, and often not reliable, except in

very few areas. It does however, have a place in the total energy picture,

particularly for those areas with more, or less steady winds, especially those that

are far removed from central power grids, and for small, remote domestic and

farm needs.

Because wind turbines produce rotational motion, wind energy is

readily converted into electrical energy by connecting the turbine to an electrical

generator. The combination of wind turbine generator is sometime referred to as

an aero generator. A step up transmission is usually required to much the

relatively slow speed of the wind rotor to the higher speed of an electric generator.

Although windmills have been used for more than a dozen centuries

for grinding grain and pumping water, interest in large scale electric power

generation has developed over the past 50 years. A largest wind generator built in

recent times was the 800kWe unit operated in France from 1858-1860. The

flexible 3 blades propeller was about 35 m in diameter and produced the rated

power in a 60 km/hour wind with a rotation speed of 47 rpm. The maximum

power developed was 12MWe.

13

Wind energy is one of America’s greatest natural resources. The U.S.

Government could plan for installation of wind turbine generation with a total

capacity of GW by 1985. Windmills have been used for several countries like

Netherland and Denmark where high velocity wind is available in abundant

quantity. Nearly, 30,000 house mills capacity of production 100 MW and 3000

industrial windmills generating another 100 MW operating in Denmark at the turn

of this century.

In India the nearest in the windmills was shown in the last early sixties. Apart

from importing a few from outside, new designs were also developed, but it was

not sustained. It is only in the last few years that development work is going on in

many institutions. An important reason for this lack of interest in wind energy

must be that wind, in India are relatively low and vary appreciably with the

seasons. Data quoted by some scientist that for India wind speed value lies

between 5 km/hr to 15-20km/hr. These low and seasonal winds imply a high cost

of exploitation of wind energy. Calculation based on the performance of a typical

windmill have indicated that a unit of energy derived from a windmill will be at

least several times more expensive than energy derivable from electric lines at the

standard rates, provided such electrical energy is at all available at the windmill

site.

The above argument is not fully applicable in rural areas for several reasons.

First electric power is not and will not be available in many such areas due to the

high cost of generation and distribution to small dispersed users. Secondly there is

possibility of reducing the cost of the windmill by suitable design. Lastly, on

small scales, the total first cost for serving a felt need and low maintenance cost

are more important than the unit cost of energy.

14

Wind energy offers another source for pumping as well as electric power

generation. India has potential of over 20,000 MW for power generation and ranks

as one of the promising countries for tapping this source. The cost of power

generation from wind farm has now become lower than diesel power and

comparable to thermal power in several areas of our country especially near the

coasts. Under demonstration programme271 wind pumps have been installed up

to February 1989. Sixty small wind battery chargers of capacities 300 watts to 4

kW are under installation. Likewise to stand-alone wind electric generation of 10

to 25 kW are under installation.

The Nature of the Wind

Despite the wind’s intermittent nature, wind patterns at any particular

site remain remarkably constant year by year. Average wind speeds are greater in

hilly and coastal areas than they are well inland. The winds also tend to blow more

consistently and with greater strength over the surface of the water where there is

a less surface drag.

Wind speeds increase with height. They have traditionally been

measured at a standard height of 10 meters where they are found to be 20-25%

greater than close to the surface. At a height of 60 m they may be 30-60% higher

because of the reduction in drag effect of the earth’s surface.

The Power in the Wind

15

Wind possesses energy by virtue of its motion. Any devices capable of

slowing down the mass of moving air, like a sail or propeller, can expert part of

the energy and convert it into useful work. Three factors determine the output

from a wild energy converter:

The wind speed;

The cross section of wind swept by rotor; and

The overall conversion efficiency of the rotor, transmission system and

generator or pump.

No device, however well-designed, can extract all of the wind’s energy

because the wind would have to be brought to a halt and this would prevent the

passage of more air though the rotor. The most that is possible is for the rotor to

decelerate the whole horizontal column of intercepted air to about one-third of its

free velocity. A 100% efficient aero generator would therefore only be able to

convert up a maximum of around 60% of the available energy into mechanical

energy. Well designed blades will typically extract 70% of the theoretical

maximum, but losses incurred in the gearbox, transmission system and generator

or pump could decrease overall wind turbine efficiency to 35% or loss.

Wind Energy Conversion

Traditional windmill were used extensively in the middle Ages to mill grain

and lift water for land drainage watering cattle. Wind energy converters are still

16

used for these purposes today in some parts of the world, but the main focus of

attention now lies with their use to generate electricity. There is also growing

interest in generating heat from the wind for space and water heating and for

glass-houses but the potential market is much smaller than for electricity

generation.

The term “wind mill” is still widely used to describe wind energy conversion

system, however it is hardly an opt. description any more. Modern wind energy

conversion system are more correctly referred to as ‘WECS’, aero generators’,

‘wind turbine generators’, or simply ‘wind turbines’.

The fact that the wind is variable and intermittent source of energy is

immaterial for some applications such as pumping water for land drainage

provided, of course, that there is a broad match between the energy supplied over

any critical period and the energy required. If the wind blows, the job gets done; if

it does not, the job waits.

However, for many of the uses to which electricity is put, the interruption of

supply may be highly inconvenient. Operators or users of wind turbines must

ensure that there is some form of back-up to over periods when there is

insufficient (or too much) wind available. For small producers, back-up can take

the form of:

Battery storage;

Connection with the local electricity distribution system; or

A stand-by generator powered by liquid or gaseous fuels.

CHAPTER 3

SUZLON: COMPANY PROFILE

17

Suzlon is a dynamically growing group of companies having its Corporate Head

Quarter in Pune. The company has a very strong financial and technical background,

with total commitment to Wind Power Generation, Its corporate Philosophy is:

To be INNOVATIVE is to be creative enough to live with the changes that

time brings.

To come to terms with altering market realities.

To pioneer markets where none exists to sustain calculated risks.

To integrate the company and their stimulus of growth.

ABOUT SUZLON

“We Are Because We Innovate”

ABOUT YOU

“You can make the difference”

SYNERGY!!

“Together we have the power to generate success”

The Name-SUZLON

SUZ- Vision of Intellectuals

LON- Financial Support

This means Vision of intellectuals combined with financial resources to transform an

idea into reality.

Mission of Suzlon

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Moved to towards the state where being a socially and environmentally responsible

citizen is integrated within all our day to day to day business processes.

Establish a truly Indian company producing Windmills with Technology suitable for

India and to manufacture and market in our own brand name.

Mission

Minimum 20% Net Margin

Minimum 50% Asian market share

Minimum 60% Indian market share

Minimum 25% Global market share

Minimum 40% Growth

Vision of Suzlon

Suzlon is today a major force in the global wind industry, from human beginnings in

1995, to ranking 5th worldwide, with 7.7% of the global market share in just over a

decade. Already among the top five, Suzlon’s vision is to be a technology leader, to

be among top 3 wind energy companies in the world by leveraging technological

leadership and commercial acumen to exceed customer expectation and most

respectable brand which grows fast & is the most profitable company employing the

best team in the sector.

Vision Statement

To be the technology leader in the wind energy industry.

To be among the top 3 wind energy companies in the world.

To be the most respected brand and preferred company for all stakeholders

To be the best team and best workplace.

To be the fast growing and most profitable company in the sector.

19

SUZLON ENERGY LIMITED- OVERVIEW

Suzlon Energy Limited traces its roots back to 1995, when the company took

its first step on renewable energy stage with its incorporation. Suzlon began journey

to the forefront of the wild energy industry with a small but significant project to

supply wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In

little over a decade, Suzlon has grown to rank as the world’s 5 th leading and India’s

and Asia’s leading manufacturer of wild turbine, with over 2000 MW of wind turbine

capacity supplied in India and across the world of USD 675 million, CFS FY 2006,

with current order book exceeding USD 1.7 billion.

Technology- Suzlon today develops and manufactures technologically advanced,

high-performance and cost- efficient wild turbine, to meet the diverse need customers

all around the world. In India, Suzlon offers customers’ end-to-end wind energy

solutions, including wind resource mapping site identification, site development and

installation, and finally operation & maintenance services. This allows Suzlon to offer

Indian customer economies of scale, and eliminates the need for customer

involvement in the complex process of wind farm development.

End-to End Solution –

20

Suzlon has developed an expertise in the full gamut of wind project planning

and execution, including wind resources mapping, site selection, technical planning

and execution of wind power project. Associate companies acquire sites indentified as

suitable for wind energy projects, and then undertake the technical implementation of

wind farm including infrastructure development, installation of WTGs and connection

of power grids.

Wind farms-

Suzlon has developed and impletion several large-scale wind farms throughout

India the ‘integrated solution’ approach. The principal advantage of this approach is

the economy of scale: the larger the wind farm and more the number of WTGs- the

lower the infrastructure cost per-wind turbine. Similarly, larger project have lower

operation and maintenance costs per kWh due to the efficiency obtained in managing

a larger wind farm. Among Suzlon’s many large project are:

The Kutch Wind Farm, Gujarat:

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Asia’s largest wind farm developed and operated by Suzlon, it has more than 750MW

of wind power Capacity, already installed, furthers capacity addition is in progress.

This wind farm comprises of Suzlon’s time tested wind turbines of 600kW, 1250kW,

and 1500kWCapacity.

The Dhule Wind Farm, Maharashtra:The Dhule wind farm is Asia’s second largest wind farm with an installed capacity in

excess of 675 MW. This wind farm comprises of Suzlon’s time tested wind turbines

of 600kW, 1250kW and 1500kW capacity.

The Sankaneri Wind Farm, Tamil Nadu:India’s southern peninsular region in Tamil Nadu is blessed with one of the best wind

power potential. Thanks to its unique topography that exposes it to two monsoon

seasons in a year, the windy season extends over a longer period. Suzlon’s Sankaneri

wind farm hosts more than 650MW of installed capacity. This wind farm comprises

of Suzlon’s time tested wind turbines of 350kW, 600kW, 1250kW, and 1500kW

Internationally, Suzlon has a major presence in all key market United States, the

largest market for wild energy worldwide forms Suzlon’s largest market outside of

India. In addition, Suzlon has secured several major orders from Australia, Brazil,

China, Italy, Portugal and South Korea making for a significant Suzlon presence on

all major wind energy continents.

22

Research & Development-

Suzlon has driven a focused a research and development strategy over the

years, developing a comprehensive range of wind turbine generators customized to

meet the divers need of global customers, designing products that will deliver in

variable and something extreme environmental conditions wind turbines operation in.

The company’s sophisticated in- house design and technology capabilities have led to

the development of the highly successful Multi-Megawatt series of wind turbines.

Suzlon’s product range consist of wild turbine in capacities ranging from 350 kW to

2.10 MW, and the company is

among the first in Asia to manufacture WTGs of MW and above capacity range.

In its research and development effort, Suzlon has leveraged the best of all worlds:

harnessing Europe’s long-standing leadership in wild power arena and India’s IT

expertise. Suzlon drives its R&D effort out of centers in Belgium, India, Germany and

Netherlands. The program has been driven with a clear goal of lowering the end-cost

of power from the wind; with the intent of further expanding the market and helping

power the world’s growth with clean, sustainable power.

23

New Products-

Suzlon aims to drive global market share growth through expanding its

product line with models customized to meet customer need as well as specific wild

regimes, as seen in the new S52 600 kW and S82 1.5 MW wind turbine models. In

addition to this, Suzlon aims to improve the cost efficiency of generating power from

wind through technology enhancements, and optimizing locations and sitting, to the

end result of maximizing power generation while driving down the cost of power

generated from the wind.

Technology Integration-

Suzlon, as an integrated developer of WTGs has developed design,

development and manufacturing capability for all major components, development

and manufacture of rotor blades, turbine, and tubular towers, control equipment and

nacelles covers. The company has implemented a far reaching backward-integration

strategy that has brought the manufacture of all critical components in-house. Today

the company, in association with subsidiaries, manufactures rotor blades, tower,

nacelle covers, generators, gearboxes and all other critical components in its value

chain.

24

Global Reach-

Suzlon’s backward integration strategy is driven from the point of view of

increasing in-house manufacturing and allied capabilities leading to lowered WTG

costs, greater quality assurance, and a secure Supply Chain. While Suzlon looks to

vertically integrate, the company is also pursuing a distributed manufacturing strategy

with dedicated manufacturing facilities set up at key locations across the world to

supply and service international high growth markets. Today, Suzlon has facilities in

Belgium, China, India, and the United States manufacturing everything from

components that go into turbine, to complete wind turbine generators, and supply

markets around the world. Suzlon’s integrated wind turbine manufacturing facility in

Tianjin, China; and rotor blade manufacturing facility in the Pipestone, United States

are geared to support these high growth regions with dedicated delivery capability,

enabling a flexible to the local markets, and lowered logistics costs.

25

Quality-

Suzlon’s design, manufacture, operations and maintenance services are

certified to ISO 9001:2000 standards by Det Norske VERITAS, and all wind turbine

models are accredited with type certifications by either Germanischer Lloyd or the

Center for Wind Energy Technology.

In line with the company’s goals to maintain world class standards across all function,

Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.

This initiative has established integrated information to have a 360-degree view of the

business, and to the firm to think, plan and act in a collaborative fashion.

Corporate Philosophy

At Suzlon, innovation is intrinsic. It is what drives us. It is our mantra, our stimulus

for growth, quite simply, we are because we innovate. Innovation at Suzlon is not

merely to product innovation. To be innovative is to:

26

Be creative enough to live with changes that time brings.

Come to term with dynamic market realities.

To pioneer markets where none exist.

To sustain calculated risk.

To integrate the company and its people into wholesomeness and to be

competitive enough to the past present and future with a common thread.

Serve humankind with sustainable wind power on a commercial scale.

Focus to continuously increase efficiency and reliability of our Wind

Turbines.

Build life-long relationship with customers.

Exceed the quality, safety and environmental standards of the industry.

Work towards total customer satisfaction.

Build partnership with all stake holders: employees, customers, vendors,

service providers, local communities and governments.

Conduct business with the highest standards of ethics.

COMPANY INFORMATION

Board of directors

Tulsi R Tanti Chairman and Managing director

Girish R Tanti Whole Time Director

Ashish Dhawan Independent Director

V Raghuraman Independent Director

Pradip Kumar Khaitan Independent Director

Corporate Office

ONE EARTH,

5th,Floor Godrej Millennium

9,Koregaon Park Road,

Pune-411 001

27

Branch Offices

Bangalore

Chennai

Coimbatore

Hyderabad

Lucknow

Indore

Jaipur

Kolkata

Mumbai

Madurai

New Delhi

Rajkot

Surat

Tiruvananthapuram

Vadodara

The windmill is completed by assembling following parts.

Tower

Rotor Blade

Wind Turbine Generator

Nacelle Cover

Nose-Cone

RBU Unit production activities are started when incoming materials in the

plant. Two type of incoming materials are there Imported material comes from abroad

and another is Indian material. There are also come row material and Consumable

Material.

When incoming material are coming in the plant first step is all materials are

inspected by Quality Control Department, their predefined standards are match with

incoming material and QC Passed stamp is put in the document of incoming material

then store department is accept material in the store-room.

28

CATEGORY WISE PERSONS EMPLOYED

In Suzlon Energy Ltd. The employees are categorized in different

grades.These grades and the designation are given below:-

Designation Grade Category

GM & Above SM-3 &Above 1

DGM/AGM/Sr. Mgr. SM-1&SM-2 2

Mgr./ Dy. Mgr. /Asst. Mgr. M-5& M-6 3

Executive / Sr. Engr. /Sr. Officer / Engr. M-3 & M-4 4

Officer / Jr. Engr. / Trainee Engr./ Sr. Asst./

Sr. Tech, Supervisor / Tech / Tel. Operator /

Receptionist.

M-1& M-2 5

Asst. Technician / Workman / Helper /w/s

Asst. / Peon / Drivers.

M-0 6

Generally the contract workers are not taken into consideration for the

production and operation purposes. They are only meat for housekeeping and

other activities.

Also these kinds of contracts are given to the contract agencies. They work

under the supervisor assigned by the particular agencies. Like Housekeeping

Securities etc.

The employed workers are maintained by Head Office at Pune, by Shifting

and transferring of employee as per the needs and requirements in other sister

concerns.

29

Employees at SUZLON Mumbai

The RBU Mumbai as shown previously in the Organization Structure, the

employee have been categorized.

The Following table shows the number of employee in mentioned categories:-

Grade No Of employees

M-0 46

M-1 166

M-2 10

M-3 14

M-4 6

M-5 4

M-6 4

S-1 1

Total 251

These 251 employees are allocated to different departments as shown in the

table in the next page:-

MAN POWER PLANNING (MPP)

30

Department Grade of employees

No. of Employees

Department Grade of employee

No. of Employees

Production M-1 45 M-2 1M-2 158 M-3 4M-3 6 M-5 1M-4 5 Total 6M-5 3 HR&

Admin.M-0 1

M-6 1 M-1 2S-1 1 Total 3

Total 220 Commercial M-1 2M-2 1

PPC M-3 1 M-4 2M-4 1 M-6 1

Total 2 Total 6Logistics M-3 1

Store M-2 1 Total 1M-3 1 Purchase M-5 1

Total 2 M-6 1Maintenance M-1 4 Total 2

M-2 1 Training M-6 1M-3 1 Total 1M-5 1 System M-3 1

Total 7 Total 1

History of Suzlon

31

Suzlon has completed 25 years journey from farming to wind farming. The seed of

Suzlon was sown in the year 1978. Tulsi Tanti, a visionary, an entrepreneur, a leader,

a motivator completed his graduation in the year 1978.

The wide portfolio managed by Suzlon from 1978 to 1985 is as follows

Cold storage

Ice factory

Saree Painting

Construction

Stock Market

The Suzlon story being in 1995 with just 20 people; and in a little over a

decade has become an epic. A company of over 13000 people, operations across the

America, Asia, Australia and Europe, fully integrated manufacturing unit on three

continents, sophisticated R&D capabilities and market leadership in Asia, ranked 5 th

in terms of global market share.

The seeds of the idea that became Suzlon were sown by Mr. Tanti’s venture

into the textile industry just as began in its booming years.

Faced with soaring power costs, and with infrequent availabilities of power

hitting his business hard – Mr. Tanti looked to wind energy as an alternative. His first

brush with wind energy was as a customer, having secured two small- capacity wind

turbine generators to power his textile business. Many regarded this venture as

foolhardy, with the capital expenditure for the wind turbines exceeding his textile

business itself! But he had his sights on more than the immediate, having already seen

the potential of wild power and global opportunities in the field. Moving quickly, he

set forth to acquire the basic technology and expertise to set up Suzlon Energy

Limited. – India’s first home- grown wild technology company.

The company registered revenues of INR 12 Crore in the first year, and has

since achieved consistent growth, registering revenue of USD 1,405 in FY2008- just a

32

decade after inception. The company went public with a highly successful IPO in

September 2005. The issue was oversubscribed over 46 times, and led Suzlon to rank

amongst the Top- 25 Indian corporations in terms of market- capital.

Today Suzlon is being ranked the 5th leading wind power equipment

manufacturer with a global market share of 7.7%. The company seized market

leadership in India over 2,000 MW of wind turbine capacity in country.

The company adopted innovation at the very core of its thinking and ethos.

This approach has resulted in several firsts’ starting with a revolutionary ‘End – to –

End solution package’, creating demand through providing customers with

comprehensive solution starting from creating demand though project and

infrastructure development, and converting windy sites into kilowatt-hours profitable

business ventures for Suzlon’s customers.

Suzlon combined this with another visionary step – full backward integration

of the supply chain. Suzlon by this approach has developed comprehensive

manufacturing capabilities for all critical components in our wind turbines – bringing

into play economies of scale, quality control, and assurance of supplies in an

increasingly supply restricted market.

Taking this focus forward, Suzlon acquired Hansen Transmission of Belgium

in 2006. The acquisition if the world’s second leading gearbox marker gives Suzlon

manufacturing and technology development capability for wind gearboxes, enabling

an integrated R&D approach to design ever more efficient wind- turbines.

Suzlon’s R&D strategy brings emphasizes the need to lower the cost per-

kilowatt- hour, in order to create ever more competitive technology and products.

Making technology development a central objective, Suzlon has leveraged the

Europe’s leadership, talent and experience in wild energy technology, setting up R&D

center in the Netherland and Germany. Combined with a strong engineering backbone

in India, the approach brings together the expertise of different centers of excellence

to build ‘best’ of all worlds’ product.

Looking for growth not just in India, but the world, Suzlon looked past

traditional markets for wind energy, and entered new and emerging high- growth

33

markets. This step has success in the rapid global expansion of Suzlon’s business with

orders from Australia, Brazil, China, Italy, Portugal, Turkey and the U.S.A.

We have set forth to fulfill the vision of company as global as the wind.

Starting as unknown player in a nascent industry in India, Suzlon grew to become the

leading player on India wind power stage, and from there has grown to rank among

the Top- 5 wind turbine manufacturers in the world. As Suzlon takes ever larger

strides on the international stage, we have set forth a renewed Vision to rank among

the market leader in markets of Asia, Europe and the United States.

Suzlon’s with its internationalized business model, fully integrated supply

chain, R&D focus on cost-per-kWh reduction, and is today an agile, fast moving

organization that is well equipped to take on a dynamic, changing market place with

innovative products and solutions. For a glimpse of our achievements over the year.

MILESTONE OF SUZLON

34

1986-1990 Sulzer Synthetics

Project Size : Rs.110 lacs

Capacity : 500 MT

15th August, 1987

Textile Plant at Ankleshwar Commisioned

Plant commissioned in record time

Only the third of its kind in India

1990-1995 New Company Rechristened SUZLON

1992- Group Decides to go Public

1995-2000 Establishment of SUZLON ENERGY LIMITED

Technology partner identified in Germany- SUDWIND

October,1995- Agreement with SUDWIND finalized

for manufacturing 350 kW machine in India.

Trendsetter- Suzlon becomes a Trendsetter when 250

250 kW was the maximum size in the market, they

Launched 350 kW.

2006-2007 Suzlon commissions it first 1500KW Wind Turbine

Generator in Tamil Nadu.

2007-2008 The ISO/IEC 27001:2005 certification is awarded

2007-2009 To Suzlon Energy limited by Bureau Veritas Certification (India)

Pvt limited. The ISO/IEC 27001 standard is an information

security management system (ISMS) standard published in

October 2005 by the International Organization for

Standardization (ISO) and the International Electrotechnical

Commission (IEC).

ORGANIZATION CHART

ORGANIZATIONAL CHART OF SUZLON ENERGY LTD

35

ROTOR BLADE UNIT (RBU) MUMBAI

Awards & Contribution

Credentials & Accolades

36

VP GM

PRODUCTION HR/ADMIN DISPATCH COMMERCIAL STORES PPC

PRODUCTIONMANAGER

HR EXE ADMIN EXE LOGISTIC OFFICER

STORES EXECUTIVE

Sr. Engineer

ENGINEEROFFICER

TECH & FORKLIFT OPERATOR

TECHNICIAN

ASST MANAGER

SR. ENGSR. ENG

ENG

SUP/TLSUP/TL

ENGACC

MANAGERPURCHASE MANAGER

TECH TECH

PURCHSE ACOUNT

PURCHSE ACOUNT

SR ENG

• ISO 9001:2000 Certified

• In-house stringent quality control and audit

• Type Certification by Germanischer Lloyd, Germany

• Type Certification C-WET India / RISO Denmark

• All major components suppliers are ISO 9001 certified

• Third party international inspection for components & Assemblies

• Approved by Indian Ministry of Non-Conventional Energy Sources

(MNES)

• SUZLON had collaborated with the German Wind energy leader

Südwind for bringing in the state-of-art technology

• “World Wind Energy Award 2003” for extraordinary achievements in

the dissemination of the wind energy in India

• The Foundation of Indian Industry & Economists have given the

“Corporate Excellence Award 2005”. The award is for “Life Time

Achievement” for “Best Renewable Energy Man of the Decade to Shri

T.R. Tanti

• “Champions of Composites Technologies” awarded by Composite

Center International for Outstanding contribution in application of

Composites materials and development of composite technology

• “Business Leadership Award 2002” by Solar Energy Society of India.

Supplier, Clients & Competitors

37

RBU- Internal Supplier

The wind mills assembly consist of many parts like Rotor Blades, Nasal Cover

[in which the WTG(Wind Turbine Generator), Gearbox, Shaft Assembly,

Cooling System, Yoh Systems, Pitching System Assembly etc are fitted] Nose

Cone, and Tower.

So that Rotor Blade is the part of the windmills. And are not sold directly to

the customer so RBUs are the internal suppliers

The demand of these blade sets depend upon the orders for the installation.

At RBU Mumbai three production lines are there. Two lines of AE-32 and

One of AE-26.

Total production capacity of plant is 192sets. One set contain three Rotor

Blades. And one defined set is fixed on one Wind mill.

About Suzlon’s Clients

Suzlon today develops and manufactures technologically advanced, high-

performance and cost- efficient wind turbines. These services are developed to

specifically meet the diverse need of customers all around the world.

Suzlon offers customer’s end – to – end wind energy solution, including

wind resource mapping, site development and installation, and finally operations &

maintenance services in India. This allows Suzlon to offer Indian customers

economies of scale, and eliminates the need for customer innovation in the complex

process of wind farm Development.

Suzlon’s order book position is a reflection of its strong market position and

consistency in delivering to their customers. The order book stands at around USD

4,335 million. Suzlon domestic order book position is for a capacity of 441 MW and

international orders for 3,726 MW.

Suzlon’s primary customers in India include companies that have manufacturing

facilities with high power consumption. These companies have high profitability and

38

seek investment opportunities with stable returns. In India, Suzlon casters to leading

corporate houses like the MSPL Limited, Bajaj Auto Limited, Tata Group and

Reliance, to name a few.

Suzlon’s has driven a focused effort to make wind turbine more reliable,

consistently delivering availability rates to customers, beating global standard higher

than 95% on an average.

Suzlon has set new standards with record breaking contracts that have been

signed with top wind companies around the world. Majority of the orders have been

signed with top wind energy companies in the state.

Suzlon Wind Energy Corporation has signed agreements with Edison

Mission Group (EMG) of Irvine, California and after repeat orders EMG holds

more than 630 MW of Suzlon wind turbine capacity in the United States. Similarly

Suzlon’s relationship with John Deere Wind Energy (JIDW) started with its

investment in several Minnesota wind power projects, but quickly expanded to Texas

and recently Missouri. Suzlon have also signed a contract with Tierra Energy of

Austin, Texas to provide 42 unit of the S88-2.1 MW wind turbine for project located

in Wyoming and Texas. Suzlon’s contract with PPM Energy, a leader in optimized

wind energy solution, calls for delivery of 700MW over the next few years.

Suzlon has successfully entered the Chinese Market, which is one of the

world’s fastest growing economies, with five important contracts with a total of

233.75 MW, of which 12 MW are installation and 221 MW are planned installations

in 2007. A contract with Australian Gas & Light marked Suzlon’s entrance into the

Australian Market.

Suzlon has also entered into the emerging wind energy in Europe with orders

from Maestrale Green Energy, in Italy and TECNEIRA- Technologies Energetic, SA,

in Portugal and has made a breakthrough into the Turkish wind energy market, with

an order for 31.5 MW of wild turbine capacity with Ayen Energy Co. Inc. The order

will be supplied through 15 units of Suzlon’s S88-2.1 MW wind turbines.

Another key high-growth wind energy market Suzlon has entered into is

Brazil though a contract signed with –SIIF Energies do Brazil Ltd. The project is

poised to double Brazil’s current installed capacity of 200 MW.

39

Suzlon has adopted an innovative approach to its value chain, enabling the

company to deliver customized solution to a variety of needs across the world. Suzlon

has developed a fully integrated value chain with control over all critical components-

gearbox and generator technology, to tower, rotor blades and in the end complete

wind turbine. This visionary approach has allowing the company to respond more

flexibly to market dynamics, and provide tailor made solution to each individual

customer’s needs.

About Suzlon’s Competitors

Suzlon has market leadership in Asia and is ranked 3rd in the term of Global

market share.

In domestic market the major competitors are Enercon, NEG Micon, Vestas,

NEPC, GAMESA etc.

And in Global market the competitors are Vestas (DK), GE Wind (United

States), Enercon (Germany), Gamesa (ES) , siemens (DK), Nodex (Germany),

Ecotecnia (ES), Mitsubishi (Japan).

CHAPTER 4

DATA COLLECTION AND ANALYSIS

Data collected by interview method:

40

Q] What is a wind turbine and how does it work?Wind energy system transforms the kinetic energy of the wind into mechanical orelectrical energy that can be harnessed for practical use. Mechanical energy ismost commonly used for pumping water in rural or remote locations. Windelectric turbines generate electricity for homes and businesses and for sale toutilities.

Q] What are the environmental benefits of wind power?A] Reduced carbon dioxide (CO2) emissions. Wind energy does not deplete naturalresources. The energy generated by wind turbines balances with the energy usedto make them in a matter of months & about 5% of a wind farm sites containturbines, equipment and access roads. Existing land uses, such as farming andgrazing, can continue unaffected.

Q] How does the greenhouse effect work?A] The greenhouse effect is a natural process. Sunlight passes through theatmosphere, warming the earth's surface. In turn, the land and oceans release heator infrared radiation into the atmosphere, balancing the incoming energy. Watervapor, carbon dioxide and some other naturally occurring gases can absorb partof this radiation, allowing it to warm the lower atmosphere. This absorption ofheat which keeps the surface of our planet warm enough to sustain us is called thegreenhouse effect. Without heat trapping greenhouse gases, average globalsurface temperature would be - 18°C rather than the current average of 15°C.

Q] What does the wind industry contribute to the economy?Wind power supplies affordable, inexhaustible energy to the economy. It alsoprovides jobs and other sources of income. Best of all, wind powers the economywithout causing pollution, generating hazardous wastes or depleting naturalresources-it has no 'hidden costs.' Finally, wind energy depends on a free fuelsource-the wind-and so it is relatively immune to inflation.

Q] How many people work in the wind industry?Now grown into a respectable industry with a considerable business volume, thesector has also become an important area for employment. About 150,000 people

41

are employed in the wind power industry worldwide, with 15,000 in INDIAalone, according to estimates by the European Wind Energy Association (EWEA).

Q] Is wind energy expensive?Wind energy is now in a range that is competitive with power from newconventional power plants. The up-front, capital cost of wind energy is moreexpensive than that of some traditional power technologies such as natural gas.However, there are no fuel costs, and in good locations the "levelized" cost (whichincludes the cost of capital, the cost of fuel, and the cost of operations andmaintenance over the lifetime of the plant) of wind energy can now be verycompetitive with that of other energy sources.

CHAPTER 5

INTERPRETATION OF DATA

42

SWOT ANALYSIS

STRENGTHS

Strong management team

Global production platform and access to an integrated manufacturing

base.

Track record of executing large-scale wind power projects

In-house technology and design capabilities

Cost-efficient manufacturing and supply-chain

Operations and maintenance expertise

Focus on providing “integrated solutions” wind energy packages to

customers in India.

WEAKNESS

Lack of availability of space for warehousing

43

Access roads,

Power evacuation

& grid

Interconnection

&

Power lines

WTG & com-

Ponents

Design,

Development

EPC project

Execution

Installation

Comissioning

Integrated Business Model

Wind resource

Assessment

&

Land

ServicesEquipment supplyInfrastructureConceptualization

OPPORTUNITY: Global warming awareness has created sense of responsibility towards saving

the environment among world corporate and public. Which is major factor for

growth of companies like SUZLON

Government policies towards non-conventional energy make companies

product more affordable and viable as far as Return on investments are

concerned

THREATS: The demand for wind power projects is primarily dependent on the

demand for electricity

The viability of wind power projects is dependent on the price at which

they can sell electricity

The viability of wind power, and wind power projects is dependent on

wind patterns.

Wind power cannot be considered as base load source of electricity

The decrease in or elimination of government initiatives and incentives.

CHAPTER 6

HUMAN RESOURCE DEPARTMENT

Introduction to HRM

44

Human Resource Management is that part of management which is concerned

with people at work & their relationship within the organization. The term Human

Resource Management refers to the management of personnel in the organization of

any company to achieve the predetermined goals. The duty of the personnel manager

is to look after the personnel department and various functions of the personnel like

recruitment, selection, promotion, transfer, etc.

‘SUZLON’ consider its human resources as the greatest assets. It invests time

and money to develop its employees through various HRD mechanisms. Regular in-

house training programs sponsorship to outside training institution, brainstorming,

problem solving workshops etc. are conducted for employees at all level.

In SUZLON, there is Personnel & Administration Department to carry out the

functions of Human Resource Management. Here, the term Personnel &

Administrations refers to the administration of personnel.

The objective of this department is as below:

(1) To ensure satisfaction to the workers so that they are freely ready to work.

(2) To attain maximum individual development.

(3) To improve efficiency of the human resources.

Realizing that employees are its greatest assets, SUZLON from its very

inception has been striving to build up a sound & transparent organizational culture to

inclusive to sense of belonging among its employees.

Personnel & Administration department mainly deal with:

Manpower Need – Why?, Where?, How? And When?

Recruitment & Establishment functions

45

Performance Appraisal

Welfare & other services

Loans & Claims

Industrial Relations and

Other miscellaneous functions.

‘SUZLON’ consider its human resources as greatest assets. It invests time

and money to develop its employees through various HRD mechanisms. Regular in-

house training programs sponsorship to outside training institution, brainstorming,

problem solving workshops etc. are conducted for employees at all level.

Objectives of HRD at SUZLON:-

Maximize department contribution to SUZLON.

To increase SUZLON`s foundation through increasing in employees contribution.

46

Provide an opening of self- expression and self-development in congruence with

organization.

Provide need-based training to all employees of the organization.

Plan the right working condition for employee’s progress.

Plan and design appropriate training strategies to build competencies of

employees

Ensure growth and development for all.

Organization Structure

47

VP GM

H.R.ADMIN

H R PLANNING

Identification of

deficiency of

Manpower

Source of supply

Through reference

Recruitment sources

It

is

the process of findings and attracting capable applications for employment. The

48

Matching the supply with the recruitment

Recruiting the personal at a particular post as per the

Qualification

Giving them targets and furnishing timely reporting to measure

the standards against actual achievement

H R Executive

ADMIN

Executive

process begins when new recruits are sought and ends when their application are

submitted. The result is pool & application plan which new employees are selected

recruitment is the process of achieving qualified of trained employees for the

organization and it is due first stage in the process, which continues with selection and

ends with the placement of candidate action for the recruitment it taken by manager

by following method.

A) Through website > naukri.com

B) Sometimes campus placement

C) Through advertisement in newspaper

D) Internal reference

The applications are scrutinized adequate number of candidates is called for interview of

selection. Selection committee, framed by the management, conducts the interview of

selection, fused on competence level required Selected candidates are appointed after

approval of the managing partner concerned sometimes a candidate is appointed by HOD in

consultation with managing direction in case of urgent requirement.

Initially the appointment is given as trainee / apprentice / probationer for specified

period of after successful completion of training apprenticeship / probation and

appraisal or their performance, their appointment is regularized, if required.

SUZLON recruits in a different way as under like- training and development,

vocational training, apprenticeship, interview, by reference, based on experience etc.

49

Organizations are dynamic, organic ongoing system consisting of individual.

A successful management focuses on the individual and then attempts to relate the

individual to the group and different group to the organization. Individual join

organization to fulfill their goal and aspiration within the framework of the

organization. It is one of the major functions of management to convert the goal and

aspiration of the individuals into the goals of the organization

Salient feature of the guideline are given below:

General

Vacant position in organization chart shall not automatically be treated as

operative to be filled by recruitment or promotion. The positions shown in the chart

are estimated, keeping in view current and future requirement and are to be operated

only when it becomes necessary to operate them with the approval of complete

authority.

Recruitment from outside agencies shall be made when; in the opinion of the

management suitable persons are not available within organization. Recruitment from

outside may also be done in case of addition requirement of manpower, due to

expansion of the organization.

All existing employees of SUZLON shall be considered for ‘promotion’ or

‘Direct Recruitment’. Only for the next higher grade, departmental candidates may

apply against open advertisement provided they have complete one year of service in

the immediate lower grade and the applicant otherwise meets the specification for the

posts except age limitation.

1) Source of Recruitment:

Vacant positions are filled up through internal or external source of recruitment.

Internal Source of Recruitment:

50

This factor like Recruitment Policy of the organization. The policy is to prefer internal

sourcing, as own employees know the company well and can recommend candidates

who fit the organization’s culture.

Another related policy is to have temporary and part time employees. An

organization hiring temporary and part time employees is in a less advantageous

position in attracting sufficient applications.

ATTRACTING JOB SEEKERS : After the Human Resource

Management sort listing the requirement of the department which need

manpower, their next step is to attract the job seekers through different methods

like

PLACEMENT AGENCIES

CAMPUS INTERVIEW

ADVERTISEMENT IN NEWSPAPERS

The Human Resource Management trying to attract the seekers through above

method and trying to attract as many as application for the right person at a right

place.

SORT LISTING THROUGH CRITERIA: All the application are sort listing

through different criteria with the help of department’s requirement like Age,

Quality, Experience and salary structure and make few among all the receive

applicants.

The next step is to send call letters to the sort listed applicants; this call

letters contains the data like Salary structure, other terms and conditions, etc.

The recruitment process is over when company sent the call letters who are eligible

to the require Job.

External Sources of Recruitment:

1. Open Advertisement

51

2. Employment Exchange

3. Campus Interview

4. On deputation from Government/ other organization

5. On contract for specific period

Recruitment Flow Chart

52

Vacancy Identify through ref chart

Selection Method

53

JD is taken from Responded

Sourcing of C V’s

Shortlist by H R

Shorting of technical head

Interview call

Reference Check

Medical check

Offer letter

The company has adopted three types method of selecting the essential

workers in the organization. One of them is to call the candidate for personal

interview secondly is cal to check the reference and then after final selection

(1) Interviews: If the performance of candidate is satisfied in the written

test, then the candidates is called for personal interview and ask about his job

here some of the points regarding his job terms and condition, salary etc. are

also clarified. If the candidate is found eligible for the job, further procedure

for both white & blue collar job.

(2) Reference check: while selecting an employee reference is also taken

into consideration candidate having reference of an employee of the unit or

any other trustable person is given first preference.

After passing the oral interview they check the reference

without reference they do not appoint any employee it means that reference

check is much important part of the selection procedure.

(3) Final selection: At the end of all the steps mentioned above, the last step

is taken which is known as final selection. The candidate who successfully

passed the above all the stages is become able to get final selection.

Placement & Induction

54

Induction is the process of receiving & welcoming an Employee when he

first joins a company & giving him the basis information he needs to settle

down quickly & happily & start Work.” – Michal Armstrong

Purpose of Induction

Promote among old employees

Build up confidence of new Employee

To give necessary Information about company to new employees

To faster a close and cordial relationship

Induction in Suzlon

Company also has Induction Program to promote new comers. In unit the candidate

is given information on which he has to work & perform his duty. Company has give

information to employee about

Company’s Organization Structure

Brief History & Operations of the Company

Product & Services of the Company

Rules & Regulations and Daily work Routine

Working Method & Discipline of the Unit

Training & Promotion Policy

Benefits & Services to Employees

55

Training & Development

The HR department having a calendar of training and development which showing the

schedule of giving training, HR department gives various types of HR as well as

technical training to their workers and new recruiters.

Training Menus: this menu showing that all the new recruiters require some

fixed training which are already in training menu

This organization inviters External as well as Internal faculty and give

seminar to new recruiters as well as existing trainees about company’s system and

how to improve productivity and skills to achieve organization’s goals as well as

individual’s goals.

The trainees have to filled a form of feedback and evaluation form as well as

suggestion form and submit it to HR manager.

They give following type of trainings

56

ON THE JOB TRAINING OFF THE JOB TRAINING

Induction

Programme (3Days)

Job instruction

Seminars

Lectures

Workshops

Presentation

Physical visit

Performance Appraisal Policy

Performance Appraisal may be understood as the assessment of an individual

performance in a systematic way the performance being measured against such

factors as job knowledge, quality of output initiative, leadership, ability supervision,

dependability co-operation, judgment health and the like

Performance appraisal may be understood as the assessment of an individual’s

performance in a systematic

“The term performance appraisal refers to the formal procedure used in

working organization to evaluate the personality’s contribution and potential of

group members.”

Del Yoder

Performance Appraisal is the process through which an individual employee’s

behavior and performance over a fixed time period is measured and evaluated. It is

systematic and objective way of finding the relative worth or ability of an employee in

performing the task. It helps to identify those who are performing their tasks well for

those who are not and also indicates the reasons for such performance.

Use of Appraisal System

57

It provides information of paramount importance/ assistance in making

decisions such as promotion, additional charge etc. As such, through the system,

ability of an individual can be recognized.

Every employee wants to know how he is performing on the job and what his

superiors feel about his performance. Performance appraisal plays a very important

role to meet this requirement of the employee through feed-back system.

The system helps considering employees suitability for different types of assignments,

transfer and placement. Appraisals Report written objectively can reduce grievances

and develop better relationship.

Keeping in view its various uses in relation to the development needs of the

employees, the Appraisal System of SUZLON is being revised and developed from

time to time. The main features of the existing system are as under:

Performance Appraisal Activities

58

Sr.No Activity

1 Key in Goals/KRAS in web –based system

2 Online Appraisal by Appraiser

3 Finalization by Reviewer

4 Inputs by Local HR Head

5 Moderation by Functional Head/ BU Head

6 Analysis by BU HR and submission to corporate HR

7 Analysis and Moderation by corp.HR

8 Approval of Board

9 Audit

10 Release of Letter

11 Release of Revised Salary

Performance Appraisal Process

59

Assessment Sheet for Sr. Manager and Above (Group - I)

Employee Name: Employee

Code:

Grade:

Designation: Location: Co.:

Date of Joining Last

Promotion

SBU:

Appraiser Reviewer Head Of Department

Name:

Employee Code :

Name:

Employee Code :

Name:

Employee Code :

Definition of Appraisal Rating:

‘A’ Rating: Excellent Performance

60

The employee surpasses the expected performance level by at

least 50%.

Adopts the most creative, least expensive and low time duration

path.

Such performance leads to long-term benefits to Company in

the form of savings, process improvements, intellectual

property rights, and goodwill – internal and external and

positioning in the market place.

Such an employee is an asset not only to his immediate

function but also to whole Company.

‘B’ Rating: Good Performance

The employee has achieved performance levels, which are over

and above the levels expected.

Needs no supervision after agreement of the objectives.

Has demonstrated initiatives and gone beyond the call of duty

to fulfill responsibilities.

Has made full use of available resources.

‘C’ Rating: Fair Performance (Average Performance)

61

The employee has achieved all the agreed objectives.

Has achieved all targets with minimal supervision.

Has shown necessary initiatives whilst discharging the

responsibilities.

Has performed beyond maintenance mode.

Has made full use of available resources.

‘D’ Rating: Unsatisfactory Performance (Below Average Performance)

Has not shown any initiative while discharging the

responsibilities.

Has performed below maintenance mode.

Did not make any use of available resource.

Did not make any efforts to achieve goals and objectives of the

department.

Wage & Salary administration-job evaluation

62

Wage and salary administration refers to the establishment and

implementation of sound policies and practices of employees compensation .It

includes job evaluation, surveys of wage and salary, maintenance of wage structure,

incentives, supplementary payment, control of compensation and other related items

Wage & Salary Administration refers to the establishment and implementation

of sound policies and practices of employee compensation. Generally, the

remuneration paid to the workers known as wage while the payment made to office

staff known as salary.

Wage is the remuneration paid for service of labour in production, skilled and

unskilled person or employer, worker technicians. Salary refers to the monthly paid to

clerical administrative and professional employees.

A sound wage & salary administration tries to achieve these objectives:

1) For Employees:

Employees are paid according to requirement of their job. This eliminates

inequalities.

The changes of favoritism are greatly minimized.

Employee’s morale & motivation are increased because wage program can

be explained & based upon facts.

2) For Employer:

A wage & salary Administration reduces the likelihood of friction &

grievance over wage inequities.

It enhances an employee’s morale & motivation because adequate and fairly

administered wage are basic to his wants and needs.

It attracts qualified employees ensuring an adequate payment.

63

JOB EVALUATION

Job evaluation is the process of analyzing and assessing the various jobs

systematically to ascertain their relative worth in an organization. Jobs are evaluated

on the basis of their content and are placed in order of their important. It should be

noted that in a job evaluation programme the jobs are ranked and not the job holders.

It is related by considering the rated by responsibility qualification,

experience and working condition required for the job.

Job is related before the employee is appointed to occupy the job.

The purpose of job evaluation is the difference wages and salary.

It is not compulsory.

It is done by the expert committee.

Promotion Transfer and Demotion Policy

(1) Promotion

While recommending employees for Promotion following points are to

be kept in view:

(a) Minimum of 3 years of service in present grade including minimum

two 'A' ratings out of which at least one 'A' rating should be in the

current year. An employee completing two years of service but

consistently getting two 'A' ratings can also be considered. The

employees joined on or after 1st October, 2006 shall not be

recommended for Promotion under any circumstances.

(b) Maximum 10% of Promotions can be considered for each department.

(c) Recommendations for Promotions should be sent only in the

Promotion Recommendation Form enclosed.

64

(2) Transfer

A transfer is a horizontal of several movement of an employee from one job

section department shift, plant of position to another at the same of another place.

Welfare Policy, Role of HRD

Welfare Policy

The profitability and productivity of any organization depends upon the industrial relation,

who means the extent of relation between administers and employees of the unit.

The management of SUZLON Ind. wishes to inside employee to his organization and also

they provide many benefits to the employees which are as under.

SUZLON Ind. Possesses good industrial relations. All the employees are quite satisfied with

wage rate and other facilities offered by the organization. The unit provides the beneficial

activities to each of the employees and his family member as mentioned.

A. Medical Facilities:

SUZLON Ind. has Tie up with one private hospital and when any employee is sick

and injured, goes to hospital and gets the necessary treatment.

In case of accident, the company pays the full expenditure, incurred for the treatment

of workers. The accident was occurred within the organization, while performing duty

then the workers will get salary too for the days of rest advised by the doctors.

B. canteens Facility:

Canteens facility is provided to all employee and office staff people.

Two time tea provided for all the worker per day.

C. Other Facility:

Holidays facility

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Provide Mobile Telephone and Laptop Facility

Provident Fund

D. Personal Accident Benefit:

Health Insurance Benefit

Loan Facility

School Expenses Reimbursement

Education Bonus, Long Service Retention Bonus Gift Cheque

Employee Benefits and Services

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Loans:

Short Term Loan

• This loan is given only to confirmed employees who have put in a

minimum of 1 year of service in the company. It is restricted to 3

monthly gross CTC’s with an upper limit of Rs.50,000/- and is

recovered in 12 monthly installments

Long Term Loan:

• This loan is given to confirmed employees who have put in a minimum

of 2 years of service. There should be a minimum gap of one year

period between repayment of earlier loan and sanction of new loan.

The loan can be for a maximum of 6 gross monthly CTC’s and is

recovered in 24 monthly installments. The loan is disbursed subject to

the signing of documents by the guarantors.

Leaves

• All confirmed employees will be entitled to 26 days earned leave on

completion of one year of continuous service in the company. During

probation period employees get leave at a rate of one leave per month.

However, it gets converted to the rate of 2.167 per month on

confirmation from the date of joining itself. Trainees are entitled for

only 12 days of leave per year during their training

• For the purpose of calculating leave accounts, 'leave year' shall mean

the calendar year commencing on first day of January and ending on

31st of December

Holidays

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• The company will observe 13 fixed holidays, out of which 9 holidays

are common to all offices / sites. Additionally, 4 holidays are decided

as per state requirement.

• Maternity Leave – 12 weeks

• Paternity Leave - 2 days

• Leave without Pay – At management’s discretion.

Leave Encashment

• All permanent employees will be allowed to en-cash the Earned Leave

subject to Income Tax Rules and subject to the following conditions

• Up to senior Manager- 180 days

• AGM and above 240 days.

Transfer:

• Employees who are transferred from one location to other location due

to requirement of the company for a period of more than 6 months are

entitled for a reimbursement of the traveling and shifting expenses of

self and dependant family. If the transfer from one location to other

location is for a period shorter than 6 months then such employees will

be covered under Domestic Travel Policy Rules & Regulations.

Provident Fund:

• Subject to the provisions of Income Tax Act 1962 and Provident Funds

and Miscellaneous Provisions Act 1952, all the employees joining

against permanent vacancy; all the probationers joining to fill

permanent posts and having Basic Salary upto Rs.6,500/- per month

shall become entitled to benefits of Provident Fund immediately from

their date of joining

• The employee contributes 12% of basic salary and equivalent is

contributed by the company.

Gratuity:

• Subject to the provisions of the Gratuity Act 1972, every confirmed

employee who has been in continuous service of the company for five

years or more shall become entitled to Gratuity

Superannuation:

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• All the permanent employees of the company drawing Basic Salary

more than Rs.6,500/- will be entitled to become member of

Superannuation Scheme benefits whereby 10% of basic salary is

deducted from employee’s salary for levels up to DGM and in case of

GM and above, superannuation will be deducted at the rate of 27% of

basic salary. The amount is deposited with LIC of India and given back

to employees with interest at the time of separation or the time of

retirement from the Company.

Retirement:

• The age of retirement of every category of employee shall be 65 years.

Group Personal Accident Insurance:

• All regular employees including trainees who are on the payroll of the

Company are covered under this scheme

Health Insurance – Medi-claim

• For all employees in the category of Manager in the Grade M-6 and

above, Suzlon has tied up with ICICI Lombard General Insurance

Company Limited for the Medi-claim Policy. The company has taken a

Master Policy for hospitalization benefits and provided cashless cards

which can be used during hospitalization.

Suzlon Sports Club:

• Sports nurture the body, mind and soul. We are all aware of the

benefits of sporting activities in keeping one's body fit, in relieving the

stress, in building powers of concentration and motivation. Team

sports not only improve team spirit but also create a unique bon homie

that even the most playful work environment sometimes cannot

• Thus Suzlon Sports Club is a welcome beginning. It takes care of the

health of Suzlonians by arranging various sports activities. It is a

milestone in the progress of Suzlon family with the belief that - The

family that plays together, stays together.

Learning & Development

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A well defined training process makes an important contribution by helping an

organization improve its capabilities and achieve its business objectives. To make the

proper investment in human resources, the training process is carried out in these five

stages:

• Defining Training and development Needs: Training needs represent

the gap between what is the expected level of performance versus the

actual level of performance. Development needs address the gaps in

personality that will help bridge the training needs gap

• Selection of Delivery Method

• Selection of Training Provider

• Conducting of Training

• Evaluation of the Effectiveness of Training.

Training develops knowledge, skills and behavior to meet business requirements.

Suzlon firmly believe in the following fundamentals of learning

Learning: The process of converting data to wisdom

Education: The means to bring about learning in an individual

Training and Development: External processes that induce learning

• Training is more focused on output and skills

• Development is more focused on inputs and personality.

Rewards and Recognition

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Awards:

• With a view to motivate employees to acquire professional/educational

degrees and/or certain software related skills from reputed institutions,

management gives awards. The award amount once worked out is

credited along with salary

Education Bonus:

• With a view to recognize brilliant children of our employees rewards

are given by the Management. The award amount is ranges between

Rs.5,000 to Rs.21,000 depending upon the qualification acquired and

is credited along with salary.

Long Service Retention: With a view to encourage long service of our

employees in our organization the following is the scheme

• All employees completing 5 years of service will get a lump-sum

bonus equivalent to 10% of their total paid Basic pay earned by them

added together during their 5 years of service

• Employees completing 10 years of service will be given 15% of their

total paid Basic pay as earned by them during 6th to 10th year.

Sumilan:

• ‘Sumilan’ means - a beautiful meeting. The essence of ‘Sumilan’ at

Suzlon is captured in the theme words – ‘Sammaan’- an opportunity to

applaud achievements, ‘Samvaad’- an opportunity for constructive

dialogue among team members and ‘Sugati’- an opportunity to share

the progress and plan the future

• ‘Sumilan’ thus is an annual meeting of all Suzlon employees for the

purpose of sharing information, recognizing efforts, celebrating

achievement and rewarding performance

• ‘Sumilan’ comprises of Regional and Royale events

• ‘Sumilan Royale’ is an extension of the Regional ‘Sumilan’ events. It

is held at a scenic place away from work where the top executives are

invited along with Star Awardees, previous and present. “Sumilan

Royale” is a prestigious event where the top management share core

issues with the selected audience

• ‘Sumilan’ is an apt example of generating cohesive energy through

synergy.

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Career Opportunities:

Career planning system in Suzlon ensures that we develop people of the right

caliber to meet present and future needs of the organization. It is an essential

ingredient for succession planning. The mandatory factors to be considered

prior to career planning are:

• The organization’s long and short-term plans

• Manpower skills required towards implementation of these plans

• Attrition rate of employees with high potential, above average and

average caliber

• Recruitment through internal and external sources at all levels and it’s

ratio as appropriate to the organization

• The number of people to be recruited and trained every year.

CORPORATE SOCIAL RESPONSIBILITY AT SUZLON

72

The year 2007-08 has set a new mark for Corporate Social Responsibility (CSR) at

Suzlon. All CSR initiatives have been consolidated within a designated function and

staff. A company has been specially formed - The Suzlon Foundation - to act as a

catalyst for inclusive development throughout our business operations from

2008/2009. CSR has embarked on a journey of sustainable development. Determined

to go beyond charitable and philanthropic acts, Suzlon has initiated an integrated

approach in designing CSR. Making money the most responsible way, looking at our

business cycle from a holistic perspective and planning inclusive development in

which, along with the business, the environment and communities around it also grow

has become the basis of CSR. Thus CSR is an integral process, and not something that

is done in addition to business at Suzlon. It is practiced because we realize that the

ownership of doing so rests with us as a responsible corporate. Reflecting this

commitment, CSR is developed as an integral part of our mission of 'powering a

greener tomorrow' and to leverage opportunities towards sustainable and inclusive

development. The Suzlon Foundation will thus be an internal conscience, keeping and

enabling positive and sustainable change in the areas of operation, be it policies,

processes or engagements with people and institutions.

Milestones during 2007-2008

The main focus during the year has been on evolving CSR policy and

philosophy that the Suzlon management can own, and building a team and

structures to enable implementation of this policy. The CSR programs were designed

as responses to the issues arising out of current engagement patterns with key

stakeholders. The focus of CSR programs and strategic intervention has been

designed for working internally, externally and globally on key issues

in development and working towards the Millennium Development Goals.

Millennium development goals

Eradicate extreme poverty and hunger

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Achieve universal primary education

Promote gender equality and empower women

Reduce child mortality

Improve maternal health

Combat HIV/AIDS, malaria and other diseases

Ensure environmental sustainability

Develop a global partnership for development

Soil and water conservation

The CSR team uses a Balanced Scorecard to act as a planning, management and

reporting tool in order to make sure that operations are carried out uniformly and

independent of who is running the project. Thus Suzlon is geared to address

multiple issues from a business life cycle perspective, in addition to traditional

community development that is usually considered the only role of CSR.

PRODUTION DEPARTMENT

Operation & Management Side, Plats, Offices.

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Production Department:

75

Production management is concerned with those processes which convert the inputs.

The inputs are various resources like raw material , men machines, methods etc. The

outputs are goods and services.

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Input

Raw Materials

Men

Machines

Output

Goods & Services

Add needed Random Fluctuation

Inspection

Conversion

Feedback

Basic Structure of a Wind Mill

www.suzlon.com

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ROTOR BLADES

As can be seen from the structure of wind mill that the Rotor Blades are the

main dynamotor of wind mill. Its manufacturing quality play very crucial role

in the efficiency of the wind mill.

Rotor Blades are manufactured from pre-manufactured moulds as per the

AERODYNAMIC design.

These moulds are supplied from CEC (Composite Engineering Cell) Unit,

Baroda. Again CED Unit is the Mother of RBUs.

Rotor Blade is the composite material of glass fiber and other materials. It is

called the FRP (Fiber Reinforcement Plastic).

Life of one Rotor Blade is around 20 years, and it can perform the best in any

kind of environmental conditions. (Temperature limits –up to 60 C)

A wind mill can generate desired power with wind of 6km/hr velocity and up

to 35km/hr. The most convenient wind velocity is around 13-15km/hr.

All this cannot possible without good Rotor Blades.

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MANUFACTURING OF ROTOR BLADES

Raw Materials:-

79

Basic Raw Material

Glass Mat Resin Foam Helping Material

-1200GSM

-800GSM

-400GSM

-200GSM

-Skin Mat

-Infusion Resin

-Hand Lay Up Resin

-Hardener

-Green Paste

PVC FOAM

-6 mm

-10mm

-15mm

PS FOAM

-20mm

-40mm

-75mm

-Infusion Mesh

-Peel Ply

-Perforated Foil

-Vacuum Cloth

-Breather Cloth

-Vacuum Hose

-Aluminum Angle

-Lightning Tip

One Rotor Blade Contains

There are two sides of a Blade one is Nose Side and another

is Tail Side.

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Wind

Direction

Nose Tail

Cross Section of Rotor Blade

PROCESS OF BLSDE MSNUFSCTURING:-

Perform making

Pressure shell making

Sunction shell making

Spar boom making

Sunction shell web making

Trailing edge glue cap making

Leading edge glue cap making

Balancing chamber making

Spoiler web making

Spoiler glue cap making

Spoiler making

Web joining in sanction shell

Joining of two shells by using glue caps

Deburring (flash cutting)

Sawing and drilling

Stud bolt fixing

Finishing and painting

Post finishing

Balancing of blade

Dispatch in set

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Research & Development

Sound research and development is the key to technology leadership, The Product

Technology Division provides comprehensive research and development solutions

lending all necessary technical support to the organization.

Comprising of India and Europe’s most renowned wind energy engineers, our R&D

team combines global experience of varied wind regimes with in-depth knowledge of

available turbine technologies.

Backed by technological expertise of the Europeans and hands-on knowledge of the

Indians, SUZLON produces some of the most efficient, robust and reliable wind

turbines available in the world today.

The Wind Turbine Generator research and development centres are based at Rostock

& Berlin, Germany.

The Rotor Blade product development centre is based at Hengelo, Netherlands.

Suzlon has manufacturing facilities, state-of-the-art R&D centers and training facilities in India

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CHAPTER 7

CONCLUSION

I would like to conclude that in study about general management activities. I have

experience of General Department.

In a giant company like Suzlon which is fastest growing in wind sector, work is

carried out in a very systematic, sophisticated & technical manner.

Today’s world is full of competition, which has become more prominent and

distinct in this period of globalization and thus each aspect of the company needs

attention to survive, retain and grow in the market.

In the part working process flow was smooth and silent. There was no conflict

between technicians or between staff and technicians.

Store was given require material to each department and they working in step by

step. Lastly when working house was complete, one finished product was ready

for dispatch.

In line with company’s goals to maintain world class standards across all function,

Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.

This initiative has established an integrated information system for Suzlon and

association companies, to enable the firm to think, plan have a 360-degree view of

the business, and to enable the firm to think plan and act in a collaborative

fashion.

The same process recorded in SAP system. This system was used in rare

companies, because it requires skilful employees for operating. But by SAP

system working was easy, fast and accurate.

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CHAPTER 8

GLOSSARY

SAP: System Application Programming

RBU: Rotor Blade Unit

NCU: Nacelle Cover Unit

WTG: Wind Turbine Generator

CPU: Control Panel Unit

QAP: Quality Assurance Plan

TQM: Total Quality Management

CLU: Corporate Learning Centre

MPRP: Material Preparation

SEPR: Semi Finished Product

WECS: WIND Energy Conversation System

CHAPTER 9

84

APPENDICES

Bibliography:

1} EUROPEAN RENEWABLES: GLOBAL DEMAND FORECAST

2} THE ENERGY BUSINESS

3} @ SEA (ANNUAL EDITION 2009)

4} SUZLON ANNUAL REPORT 2009-10

5} WIND DIRECTIONS (The European Wind Industry Magazine)

Wibliography:

www.google.comwww.wikipedia.com www.suzlon.com/portalwww.google.co.in/images

CHAPTER 10

ANNEXURE

85

http://www.suzlon.com/portal

http://www.wikipedia.com/

http://www.google.com/

QUESTION BANK:

Q] What is a wind turbine and how does it work?

Q] What are the environmental benefits of wind power?

Q] How does the greenhouse effect work?

Q] What does the wind industry contribute to the economy?

Q] How many people work in the wind industry?

Q] Is wind energy expensive?

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