Summer Internship Project report On To study the HR practices at HCCBL in relation to Budget and Cost Control By Ankita Srivastava

A0102311114 MBA- HR Class of 2013 Under the supervision of Dr. Jaideep Kaur In partial fulfillment of the requirement for the Degree of Master of Business Administration- Human Resources At AMITY BUISNESS SCHOOL AMITY UNIVERSITY UTTAR PRADESH SECTOR 125, NOIDA -201303 UTTAR PRADESH, INDIA 2012

DECLARATION

I hereby declare that the project report titled To study the HR practices at HCCBL in relation to Budget and Cost Control is my own work and has been carried out under the guidance of Dr. JAIDEEP KAUR faculty mentor, and Mrs. SAUMYA KHATI, Human Resource Manager Hindustan Coca Cola Beverages Private Limited. All care has been taken to keep this report error free and I sincerely regret for any unintended discrepancies in this report. I shall be highly obliged if errors (if any) be brought to my attention. Thanking You.

Date: Ankita Srivastava A0102311114 MBA-H.R Class 2011-13

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CERTIFICATE

I Dr. JAIDEEP KAUR hereby certify that ANKITA SRIVASTAVA student of Masters of Business Administration H.R at Amity Business School, Amity University Uttar Pradesh has completed the Project Report on To study the HR practices at HCCBL in relation to Budget and Cost Control Dr. Jaideep Kaur (Department of Behavioral sciences)

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ACKNOWLEDGEMENT

Project work is always an occasion to learn about a various aspect of an organization, its environment, cultural and organizational dynamics etc. It provides the student with the opportunity to experiment and implemented practically. I got an opportunity to work for Hindustan Coca-Cola Beverage Pvt. Ltd. In Noida(U.P). It was the great pleasure to work with such an esteem organization. First of all I express my gratitude to our most respectful director Dr. Sanjay Srivastava First and foremost I would like to thank Hindustan Coca-Cola Beverages Pvt. Ltd. NOIDA forgiving me an opportunity to do my training in the esteemed organization. My special appreciation extends to the respected Mrs. Saumya Khati (H.R Manager),Ms. Anupriya Srivastava (H.R Executive), Mr. Shivam Mathur (H.R Team Leader), for their able guidance, and every available cooperation throughout the project. I would also like to thank to my family members who gave me favorable environment, the constant support and help in the successful completion of my project.

Ankita Srivastava (MBA- HR)

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TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION
Project title 1

Purpose of Study..1 Context of the study.2 Significance of Study...2 Limitation of the study3 Theoretical Framework....4 Company Profile..8

CHAPTER 2: LITERATURE REVIEW .....30 CHAPTER 3: RESEARCH METHODOLOGY..32

Project flow .......................32 Data source.........33 Primary source.......................33 Secondary source..33 Data collection...34

CHAPTER 4: DATA ANALYSIS AND FINDINGS...35

CHAPTER 5: CONCLUSIONS AND RECOMMENDATION.55

Conclusion.....55 Recommendations.56

REFERENCES....57

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LIST OF FIGURES

Figure 1: What to put in HR budget ..5 Figure2: project flow ........32 Figure 3: variable COGS.43 Figure 4: rent.44 Figure 5:meeting and conferences.... 45

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LIST OF TABLES
Table 1:Components of HR budget...38 Table 2:The actual expenditure vs. allocated amount....42 Table3:Difference travelling allowance47 Table4:Employee engagement.......48 Table5:Difference in the amounts......51 Table6:Achievement percentage .......51

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ABSTRACT

A budget requires a systematic and thoughtful review of likely expenses and designated funds and helps a business to allocate those expenditures over a designated period of time. Comparisons of actual expenses to budgeted expenses will provide a means for making adjustments wherever needed. The purpose of the study is to have a comparative analysis between the budgeted amount and the actual expenditure. The study will find out the various costs that are incurred every month on the various HR components. The comparison of the actual expenditure would be done with the amount that has been allocated in the business plan of the organization. Using this comparison, the deviation would be found between the actual and the allocated amount and the reasons for the same will be identified in the study. This study will help in understanding the HR related bottlenecks in increasing sales force effectiveness and to reduce recruitment cost by reduction in attrition % through means of employee engagement initiatives.

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CHAPTER-1: INTRODUCTION

Project Title
To study the HR practices at HCCBL in relation to Budget and Cost Control

Purpose of the Study

The purpose of the study is to understand the HR practices prevailing in HCCB like recruitments, Employee engagement programs and the cost impacts attached to each component. Further the prime objective is to understand various cost variables of HR budget and identify the components with cost overrun. This Project will provide HCCB with the cost measures to control over run parameters and further will give a detailed plan to improve employee satisfaction. The objectives of the study are as given below: To study the business plan and components of HR Budgeting of Hindustan Coca-Cola Beverage Private Limited. To do a comparative analysis between the budgeted amount and the actual expenditure for West UP. To analyze the deviations between the budgeted amount and actual expenditure, and identify the reasons for variations. To understand the HR related bottlenecks in increasing sales force effectiveness To reduce recruitment cost by reduction in attrition % through means of employee engagement initiatives.

Context of the Study

The context of the study is to study the business plan and components of HR Budgeting of Hindustan Coca-Cola Beverage Private Limited. There are various parameters which are used to prepare the hr budget and there is a fixed amount of allocation done for every month. The comparative analysis is done between the allocated amount and the actual amount spent every month. The analysis highlights the various parameters which are not meeting the allocated amount or the expenditure is more than the budgeted amount. The reasons for the increase are determined and also cost control measures have been implemented. The cost control measures involve some action plan for employee engagement which would reduce recruitment cost by reduction in attrition %. The sales force effectiveness is also increased by looking at the major issues which were hampering their effectiveness, this would help in the generating more revenue.

Significance of the Study

This project will help the HCCBPL in: a) Indentifying the variables where the cost is exceeding the expected amount (Budget). b) The possible reasons can be identified for the increase in the cost. c) It would determine variables impacting sales force effectiveness and which can be improved to increase the revenue. d) The employee engagement program would be implemented which would help in reducing the recruitment cost as there would be a reduction in attrition %. e) Assistance in the various HR activities like recruitment and selection, the hr operations and also the various training like COBC (code of business conduct).

Limitations of Study

Although all efforts have been made to study each and every items, but due to lack of time and other resources study has been done on the limited parameters. The study has following limitations:1. Duration of study posed limitation on further intensive study. 2. Mostly stress was given on the secondary data, as it was a live project. 3. The cost control measures need time in implementation and to see the long term results. 4. The data collected from the different sources could have some deviations which can affect the findings and analysis. 5. There can be some unnoticed calculation errors which might affect the findings.

Theoretical Framework

When an advance salary of one month is offered to the employee at the time of separation, it still saves the outages HR Budgeting is a powerful financial tool that can estimate the expenditures made by the HR vertical. This strengthens and allows the HR to control the cost rather than letting it control the HR initiative. The budget is drawn parallel to the goals of the organization. If the organization expands and requires to register a double digit growth in terms of its strength, it percolate to apportion funds in different areas including recruitment, retention, up-skilling, global mobility management and etc. The allocation of funds would be governed by the HR Strategies. The decision makers in an organization remain the main players to approve the budget. The recommendations and inputs are taken from different sources including operation, marketing, logistics and every other vertical within the organization. Macro areas including employee retention, recruitment and training and micro areas including

programs designed for incremental benefits are all mapped into one complete budgeting program. It can be zero-based budget with no reference to last years expense. The organization plan is drawn and the HR strategy gets aligned to it. Different expense points are defined followed by the identification of the bottlenecks which may affect the business. Such as sudden business ramp-up by a competitor would lead to a compensation review to arrest attrition. Similarly, every such area which may stand a threat within the HR systems needs to be covered. Allocation would be on the basis of priority and necessity. Few areas such as communication may not require a big budget but is an important and a continuous process. Correspondingly training and retention will have a great attention for a stable organization. In case the company plans to expand, recruitment would remain the primary focus. Legal and statutory will require allocation and follow-up as per the administrative guidelines. A study of the business units and products is important to identify the growth mode. Recognize the problem areas in those units. Emphasize on the HR strategies that can eradicate and improve productivity including time to market, profit-margins etc. This includes increase retention through employee engagement program and the recruitment of top performers. Implement metrics to measure these improvements. The metrics to calculate the ROI should be clear to the HR at all levels so that everyone can think numbers. Few measures as suggested in HR Management need to be considered. This include average cost of recruitment per year, average cost of recruitment per staff, average cost of training per year, percentage training cost / sales turnover or productivity, training cost per employee, salary budget ratio / sales turnover, health safety cost per year, human resources cost per sales turnover and compensation and benefit cost / sales turnover per year. This helps in building up the high level report for the CFO to deliberate on it. The HR Budget would further require the CFOs approval. HR Specialist suggests certain measures which can be implemented to sell the budget to the CFO. Other than linking it to the organizational goals and emphasizing revenue returns, every program needs to highlight the benefit. Even an assistance package offered to an employee at the point of retrenching, adds to the bottom line. The average or the below average employee

is considered as cost. Hence even for forthcoming months. Hence the cost of outages should be included as revenue. Measure the employee effectiveness program with the increase in profitability. Every engagement expense adds on to the productivity. Besides the training program that amount to up-skilling therefore connected to the profitability. The Budget needs to be in line with the current and future strategies of the organization. If the productivity level within the organization was high last year, the focus this year might be on the logistics and marketing. This year the spending on the human capital might shift into that direction. Finally it needs to include certain pre-emptive measures to mitigate any exigency including calamities such as swine flu, which may require relevant coverage of health benefits and talent deployment. Every risk needs to be mitigated and loop holes mended. The budgeting program needs to be industry drive

What to Put in an HR Budget:

Figure 1: What to put in HR budget

Developing the human resources portion of your organization's budget is often part of your job responsibilities as an HR executive. A complete budget will enable you to meet the human resources related computer, travel, recruiting, salary, membership and benefit requirements of your organization. As you prepare your department's budget, include both current and projected needs to present a fiscally sound, realistic plan to your accounting department.

Compensation and Benefits

Compensation and benefits generally comprise the majority of an HR budget, as many organizations run employee payroll through the human resources allocation budget. When working on the compensation and benefit portion of the budget include employee salaries, unemployment and associated federal and state taxes. Also include the employer portion of health insurance. Depending on your organization's insurance package, you may need to include life, vision, health and disability insurance. If your company has a retirement plan, also include those costs in the compensation and benefit portion of your budget.

Human Resource Information Systems

The human resources information system is a vital part of most HR departments. HRIS is either a specifically installed software or online system you use to input a wide variety of information on your employees, such as employee data, applicant tracking and payroll. The cost of your HRIS system will vary based on the features your system offers and how your accounting department allocates your computer access. Work with the accounting or information technology departments to determine your HRIS cost.

Training and Development

Training and development costs are an important part of your human resources budget. You may be responsible for training and development on an organization-wide basis or only responsible for training and development of your human resources staff. In either case, an article by the Society for Human Resource Management entitled, "What Should Be Included in a Training Budget?" recommends including the cost of digital and printed training materials, speaker honorariums or fees, online training access and rental of off-site conference rooms, if needed. Meet with upper management to determine what training modules they would like presented throughout the year to develop your budget. For your own staff, include the cost of membership to human resources organizations, conference fees and travel.

Human Resources Services

The human resources services portion of your budget encompasses the peripheral services your department provides to support the organization. Include employment agency fees if you occasionally use temporary workers during busy times. Allocate money for executive search firms, if appropriate. Other costs can include the cost of preemployment or periodic drug testing for employees, credit check fees, employee assistance programs or background testing. If your organization uses newspaper, magazines or online sources to advertise open positions, include advertising costs in your budget.

Introduction to Company Profile

Beverage industry is one of the fastest growing industries in India. Soft drinks are a typical consumer product purchased by individual primarily to quench their thirst and also for refreshment. Different types of soft drinks are available in the market and more or less content of all soft drink is same. The market of soft drink is facing a cut throat competition and many companies are floating their product in the market with different brand names. In such a situation different facto which influence the peoples choice for soft drink are test, quality, image, easy availability and the product cost of advertisement.

History of Coca-Cola

Coca-Cola originated as a soda fountain beverage in 1886 selling for five cents a glass. Early growth was impressive, but it was only when a strong bottling system developed that Coca-Cola became the world-famous brand it is today. 1899 The first bottling agreement Two young attorneys from Chattanooga, Tennessee believed they could build a business around bottling Coca-Cola. In a meeting with Candler, Benjamin F. Thomas and Joseph B. Whitehead obtained exclusive rights to bottle Coca-Cola across most of the United States (specifically excluding Vicksburg) -- for the sum of one dollar. A third Chattanooga lawyer, John T. Lupton, soon joined their venture. 1900-1909 Rapid growth The three pioneer bottlers divided the country into territories and sold bottling rights to local entrepreneurs. Their efforts were boosted by major progress in bottling technology, which improved efficiency and product quality. By 1909, nearly 400 CocaCola bottling plants were operating, most of them family-owned businesses. Some were open only during hot-weather months when demand was high.

1916 Birth of the contour bottle Bottlers worried that the straight-sided bottle for Coca-Cola was easily confused with imitators. A group representing the Company and bottlers asked glass manufacturers to offer ideas for a distinctive bottle. A design from the Root Glass Company of Terre Haute, Indiana won enthusiastic approval in 1915 and was introduced in 1916. The contour bottle became one of the few packages ever granted trademark status by the U.S. Patent Office. Today, it's one of the most recognized icons in the world - even in the dark! 1920s Bottling overtakes fountain sales As the 1920s dawned, more than 1,000 Coca-Cola bottlers were operating in the U.S. Their ideas and zeal fueled steady growth. Six-bottle cartons were a huge hit after their 1923 introduction. A few years later, open-top metal coolers became the forerunners of automated vending machines. By the end of the 1920s, bottle sales of Coca-Cola exceeded fountain sales. 1920s and 30s International expansion Led by longtime Company leader Robert W. Woodruff, chief executive officer and chairman of the Board, the Company began a major push to establish bottling operations outside the U.S. Plants were opened in France, Guatemala, Honduras, Mexico, Belgium, Italy, Peru, Spain, Australia and South Africa. By the time World War II began, Coca-Cola was being bottled in 44 countries. 1940s Post-war growth

During the war, 64 bottling plants were set up around the world to supply the troops. This followed an urgent request for bottling equipment and materials from General Eisenhower's base in North Africa. Many of these war-time plants were later converted to

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civilian use, permanently enlarging the bottling system and accelerating the growth of the Company's worldwide business. 1950s Packaging innovations For the first time, consumers had choices of Coca-Cola package size and type -the traditional 6.5-ounce contour bottle, or larger servings including 10-, 12- and 26ounce versions. Cans were also introduced, becoming generally available in 1960. 1960s New brands introduced Following Fant in the 1950s, Sprite, Minute Maid, Fresca and TaB joined brand Coca-Cola in the 1960s. Mr. Pibb and Mello Yello were added in the 1970s. The 1980s brought diet Coke and Cherry Coke, followed by POWERADE and DASANI in the 1990s. Today hundreds of other brands are offered to meet consumer preferences in local markets around the world. 1970s and 80s Consolidation to serve customers As technology led to a global economy, the retailers who sold Coca-Cola merged and evolved into international mega-chains. Such customers required a new approach. In response, many small and medium-size bottlers consolidated to better serve giant international customers. The Company encouraged and invested in a number of bottler consolidations to assure that its largest bottling partners would have capacity to lead the system in working with global retailers. 1990s New and growing markets Political and economic changes opened vast markets that were closed or underdeveloped for decades. After the fall of the Berlin Wall, the Company invested heavily to build plants in Eastern Europe. And as the century closed, more than $1.5 billion was committed to new bottling facilities in Africa. 21st Century The Coca-Cola bottling system grew up with roots deeply planted in local communities. This heritage serves the Company well today as people seek brands that honor local identity and the distinctiveness of local markets. As was true a century ago,

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strong locally based relationships between Coca-Cola bottlers, customers and communities are the foundation on which the entire business grows.

Company Background

CocaCola Company is the global company and has completed 122 years of consumer service with some of the worlds most widely recognized brands , the coca-cola business in INDIA, as in each country where they operate, is a local business . Their beverage is produced locally employing Indian citizen, their product range and marketing reflects Indian taste and lifestyles. After a 16 years absence, Coca-Cola returned to India in 1993. The company presence in India was cemented in November that year in a deal that gave Coca-Cola ownership of the nations top soft drinks brands and bottling network .Coca-Cola India has made significant investment to builds and continually improve its business in India , including new production facilities , wastewater treatment plants , and distribution system and marketing equipment . Coca- cola business system directly employs approximately 6000 local people in India.In fact, they indirectly create employment for more than 1, 25,000 people in related industries through their vast procurement, supply and distribution systems. Virtually all the goods and services required to be produced and marketed by coca- cola locally are made in India. The coca-cola system in India comprises 27 wholly owned companies -owned bottling operations and another 17 franchise owned bottling operations.

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Coca-Cola in India

COCA-COLA BRINGS BACK THE FIZZ TO INDIA Coca-Cola, the corporation nourishing the global community with the worlds largest selling soft drink concentrates since 1886, returned to India in 1993 after a 16 year hiatus, giving a new thumbs up to the Indian soft drink market. In the same year, the Company took over ownership of the nations top soft-drink brand and bottling network. Its no wonder our brands have assumed an iconic status in the minds of the worlds consumers.

A Healthy Growth to The Indian Economy Ever since, Coca-Cola India has made significant investments to build and continually consolidate its business in the country, including new production facilities, waste water treatment plants, distribution systems, and marketing. Coca-Cola India is among the countrys top international investors, having invested more than US$ 1 billion in India in the first decade, and further pledged another US$100 million in 2003 for its operations.

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A Pure Commitment to The Indian Economy The Company has shaken up the Indian carbonated drinks market greatly, giving consumers the pleasure of world-class drinks to fill up their hydration, refreshment, and nutrition needs. It has also been instrumental in giving an exponential growth to the countrys job listings.

Creating Enormous Job Opportunities With virtually all the goods and services required to produce and market CocaCola being made in India, the business system of the Company directly employs approximately 6,000 people, and indirectly creates employment for more than 125,000 people in related industries through its vast procurement, supply, and distribution system. We took this opportunity to also present the Water Calendar 2007 to the Hon'ble CMThe Golden Peacock Environment Management Award The GPEMA is designed to encourage and recognize effective implementation of environmental management system and this achievement has been made possible by the plants adherence to Coca-Colas total quality program called The Coca-Cola Quality system (TCCQS). TCCQS is all encompassing management system (Total Quality) covering environment management and other business aspects such as safety and loss Prevention (SLP), product quality, packaging quality, process capability improvement and customer satisfaction. eKOsystem : The Coca-Cola Environmental

Management System. The Coca-Cola Company has 78 manufacturing location across 24 states of the country. The Company has one single environmental system, eKO system, Implemented at all its operations in 202 countries across the world. The eKO system is a tool that integrates environment management with business planning cycle. The eKO system primarily comprises of two main facets namely:

Environment and

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ESafety and loss Prevention (SLP)

Both the facets are aligned with international management system standards, ISO 14001 for Environment Management and OSHAS 18001 for Safety Management. Ason June 2008, 40 manufacturing units are certified to ISO 14001 and 8 units are certified to OSHAS 18001 standards. Company owned bottling operations at Varanasi received prestigious Golden Peacock Award on Environment

Management for 2005. The same award was also received by the company operations at Dasna, Ameenpur, and Baddi for 2004, 2003 and 2002 respectively. The awards are conferred by Institute of Directors in association with World Environment Foundation (WEF) in recognition of effective implementation of Environmental and Quality Management System (EMS) by these units. Some of the Prime Environmental considerations followed in business decision are:

1. Environmental due diligence before acquiring land. 2. Environmental impact assessment before commencing operations. 3. Ground water and environmental surveys before selecting sites. 4. Diligent compliance with all regulatory environmental requirements. 5. Ban on purchase of refrigeration equipment containing CFCs (known to be
Ozone depleting).

6. Installation of effluent treatment plant at each manufacturing locations. 7. Separate collection and treatment of domestic and industrial effluent as per
Company OR Local Standa

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Company Policies The Coca-Cola eKOsystem are governed by five major policies that affirm the environmental responsibilities of The Coca-Cola Company and serve as guidelines for our business partners around the world. Each of these policies is supported by specific requirements and practices that govern our daily operations and are fundamental to achieving results consistent with environmental leadership. Our Five Policies Are: 1. 2. 3. 4. 5. COMMITMENT COMPLIANCE & BEYOND ACCOUNTABILITY CITIZENSHIP BELIEF

Commitment to Lead We believe that an effective environmental management system requires involvement of employees at all levels. Our commitment to protect and preserve the environment extends throughout the organization. Business Planning Operations Personnel Operations Support Company Support

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COMPLIANCE AND BEYOND: Our commitment to the environment extends beyond compliance. Even in the absence of specific regulatory requirements, we operate in an environmentally responsible manner in accordance with the environmental standards of The CocaCola Company.

ACCOUNTABILITY: We are accountable for our actions. The Coca-Cola Company conducts audits of its environmental, health and safety (EHS) performance and practices, documents the findings and takes necessary improvement actions. CITIZENSHIP: Seeking Support Of All For Effecting Positive Environmental Contribution We seek to cooperate with public, private and governmental organizations in identifying solutions to environmental challenges. We direct our company's skills, energies and resources toward activities and issues where we can make an effort. We are stewards of brands universally recognized for quality and consistency. With that stewardship comes the expectation of excellence in our business conduct, which is essential if we are to continue to be trusted neighbors in the communities where we do business. BELIEFS: There is much in our world to celebrate, refresh, strengthen and protect. The CocaCola Company is a vibrant network of people, in over 200 countries, putting citizenship into action. Through our actions as local citizens, we strive every day to refresh the marketplace, enrich the workplace, protect the environment and strengthen our communities.

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We are a local employer, with responsibility to enable our people to tap into their full potential; working at their innovative best and representing the diversity of the world we serve. And we are a local citizen, understanding our responsibility to contribute to an improved quality of life in our communities. Commitment to Quality: The Coca-Cola Quality System is a worldwide initiative involving every aspect of their business. Everyone who works for or with Coca-Cola is empowered and expected to maintain the highest standards of quality in products, processes and relationships. They are never content to let our standards become static. The Coca-Cola Quality System mandates in-depth self-assessment throughout their operations, by all their business units. This enables them to raise their standards even higher. In their ingredient evaluation laboratories, for example, they perform precise analysis of fruit juices and other ingredients sent to them by their suppliers, to ensure and to improve product quality. Their processes, too, undergo constant scrutiny, to safe-guard the water they use in their products and the packaging that carries them to their consumers. They inform and educate their business partners about their standards, so that they meet the highest quality requirements. Under the Coca-Cola Quality System, quality is their highest business objective and their enduring obligation.

MISSION, VISION & VALUES OF COCA-COLA

Our mission, vision and values outline who we are, what we seek to achieve, and how we want to achieve it. They provide a clear direction for our Company and help ensure that we are all working toward the same goals.

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Mission Statement Our mission declares our purpose as a company. It serves as the standard against which we weigh our actions and decisions. It is the foundation of our Manifesto. To refresh the world in body, mind and spirit. To inspire moments of optimism through our brands and our actions. To create value and make a difference everywhere we engage.

Vision Statement

Our vision guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable growth. People: Being a great place to work where people are inspired to be the best they can be. Portfolio: Bringing to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. Partners: Nurturing a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Being a responsible citizen that makes a difference by helping build and support sustainable communities. Profit: Maximizing long-term return to shareowners while being mindful of our overall responsibilities.

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Values our values serve as a compass for our actions and describe how we behave in the world. Leadership: The courage to shape a better future Collaboration: Leverage collective genius Integrity: Be real Accountability: If it is to be, it's up to me Passion: Committed in heart and mind Diversity: As inclusive as our brands Quality: What we do, we do well THE WORLD OF COCA-COLA:

Now Open! Discover the secret formula to happiness within! For over 120 years, they've been putting their secret formula into bottles. Now, they've put it all in one amazing place -- The NEW World of Coca-Cola.

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Atlanta's new, must see destination offers even more you must see! From a thrilling, multi-sensory 4-D theater to a gallery dedicated to Coke and pop culture, around every corner you'll experience something new and inviting. Meet their 7foot Coca-Cola polar bear. Take your taste buds on a tantalizing tour of up to 70 different beverage products, or create your own refreshing blend! Inside, you'll find there's a secret formula to everything we do. Visit them at Pemberton Place to discover it all for yourself.

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COKE:

The worlds favorite drink. The worlds most valuable brand. The most recognizable word across the world after OK.
Coca-Cola has a truly remarkable heritage. From a humble beginning in 1886, it is now the flagship brand of the largest manufacturer, marketer and distributor of non- alcoholic beverages in the world. In India, Coca-Cola was the leading soft drink till 1977 when govt. policies necessitated its departure. Coca-Cola made its return to the country in 1993 and made significant investments to ensure that the beverage is available to more and more people, even in the remote and inaccessible parts of the nation. Coca-Cola returned to India in 1993 and over the past ten years has captured the imagination of the nation, building strong associations with cricket, the thriving cinema industry, music etc. Coca-Cola has been very strongly associated with cricket, sponsoring the World Cup in 1996 and various other tournaments, including the Coca-Cola Cup in Sharjah in the late nineties. Coca-Colas advertising campaigns Jo Chaho Ho Jaye and Life Ho ToAisi were very popular and had entered the youths vocabulary. In 2002, Coca-Cola launched the campaign ThandaMatlab Coca-Cola

HISTORY OF BRANDS: COCA COLA

THUMS UP: Strong cola Taste, Exciting Personality

Thums Up is a leading carbonated soft drink and most trusted brand in India. Originally introduced in 1977, Thums Up was acquired by The Coca-Cola Company in 1993. Thums Up is known for its strong, fizzy taste and its confident, mature and uniquely masculine attitude. This brand clearly seeks to separate the man from the boys.

FANTA:

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Internationally, Fanta The orange drink of The Coca-Cola Company, is seen as one of the favorite drinks since 1940s. Fanta entered the Indian market in the year 1993. Over the years Fanta has occupied a strong market place and is identified as The Fun Catalyst. Perceived as a fun youth brand, Fanta stands for its vibrant color, tempting taste and tingling bubbles that not just uplifts feelings but also helps free spirit thus encouraging one to indulge in the moment. This positive imagery is associated with happy, cheerful and special times with friends.

LIMCA:

Lime n LemoniLimca, the drink that can cast a tangy refreshing spell on anyone, anywhere. Born in 1971, Limca has been the original thirst choice, of millions of consumers for over 3 decades. The brand has been displaying healthy volume growths year on year and Limca continues to be the leading flavours soft drink in the country. The sharp fizz and lemoni bite combined with the single minded positioning of the brand as the ultimate refresher has continuously strengthened the brand franchise. Limca energizes refreshes and transforms. Dive into the zingy refreshment of Limca and walk away a new person SPRITE:

Worldwide Sprite is ranked as the No.4 soft drink and sold in more than 190 countries. In India, Sprite was launched in year 1999 and today it has

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grown to be one of the fastest growing soft drinks, leading the clear lime category. Today Sprite is perceived as a youth icon. Why? With a strong appeal to the youth, Sprite has stood for a straight forward and honest attitude. Its clear crisp refresh hinge taste encourages the todays youth to trust their instincts, influence them to be true to who they are and to obey their thirst.

MAAZA:

Maaza was launched in 1976. Here was a drink that offered the same real taste of fruit juices and was available throughout the year. In 1993, Maaza was acquired by Coca-Cola India. Maaza currently dominates the fruit drink category. Over the years, brand Maaza has become synonymous with Mango. This has been the result of such successful campaigns like Taaza Mango, Maaza Mango and Botel Mein Aam, MaazahaiNaam. Consumers regard Maaza as wholesome, natural, fun drink which delivers the real experience of fruit.

KINLEY:

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Water a thirst quencher that refreshes, a life giving force that washes all the toxins away. A ritual purifier that cleanses, purifies, transforms. Water the most basic need of life, the very sustenance of life, a celebration of life itself. The importance of water can never be understated. Particularly in a nation such as India where water governs the lives of the millions, be it as part of everyday rituals or as the monsoon which gives life to the subcontinent.

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ORGANIZATIONAL STRUCTURE

HCCB National Organization Structure

CEO Corporate Structure

Sr Vice President Commercial

Sr Vice President - Alt Beverages

Sr Vice PresidentSupply Chain

Sr Vice PresidentOperations

Chief Financial Officer

Sr Vice PresidentHR

Sr Vice PresidentLegal & CS

Sr Vice PresidentBSG

VP Strategic Procurement

VP - PAC

Assoc VP Safety

Assoc VP Busi Transf Coke ONE

ZVP Andhra Pradesh

ZVP - Tamil Nadu

ZVP Karnataka

ZVP - Bihar, Combined NE, Siliguri

ZVP Odisha, Jharkhand

ZVP Maharashtra, Goa

ZVP Rajasthan, Gujarat

ZVP Delhi, UP, Uttaranchal J&K

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HCCBPL Zonal Organization Structure

Zonal Vice President

Zonal Head Legal

Zonal HeadSupply Chain

Zonal HeadOperations

Zonal HeadCommercial

Zonal HeadSafety

Zonal HeadFinance

Zonal Head-HR

Zonal Zonal Manager-Busi Head-PAC Transf (BSG) Sales HR Manager

Factory Manager

OE Mgr

RTM Manager RTM - Infra. Mgr RTM Plng & Execution Mgr

SM/GSM *

Factory HR Manager

Prod. Mgr QA Mgr + Qlty Sys Maint. Mgr + Planner Shipping Mgr

ASM Taxation Manager

Work Cap Manager KA

Work Cap Accounting Manager Services & Supply Chain Procurement Manager Acc Mgr Gen Trade MIS Mgr

Transport Execution Channel Mgr Mgr Fleet Mgr (wherever applicable)

Capability Mgr

CDE Mgr

Sales Analyst

Key Acc Mgr

Area Channel Mgr

Area Capability Mgr

Area CDE Mgr

Area Key Acc Mgr

Planning Mgr (reporting into Corporate)

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Delhi UP Uttaranchal J&K Zonal HR Structure

Amit Singhal Zonal Head - HR

Vivek Tyagi- Factory HR Manager- Dasna

Saumya Khati- Sales HR Manager- Delhi & WUP

Sarabjeet Singh Gujral- HR ManagerJ&K

Kumar Sahil - HR Manager- EUP

ABBREVIATIONS:

C.E.O V.P-

CHIEF EXECUTIVE OFFICER VICE PRESIDENT

A.O.D-

AREA OPERATION DIRECTOR

RCDM-

REGIONAL CAPABILITY DEVELOPMENT MANAGER

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RRTM- (REGIONAL ROUTE TO MARKETING HEAD)

G.S.M-

(GENERAL SALES MANAGER)

A.S.M-

AREA SALES MANAGER

ACDM- AREA CAPABILITY DEVELOPMENT MANAGER

CDE-

CAPABILITY DEVELOPMENT MANAGER

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CHAPTER: 2 LITERATURE REVIEW

Sandra Cohen, Sotiris Karatzimas, (2011),"The role of the human resources department in budgeting: evidence from Greece", Journal of Human Resource Costing & Accounting, Vol. 15 Iss: 2 pp. 147 166, purpose of this study is to examine the involvement of the human resources (HR) department throughout the budgeting process and furthermore to investigate the use of budgets for motivation, communication, performance evaluation and control in the Greek business environment, from the perspective of the HR department managers. Design/methodology/approach Empirical evidence is based on the responses received from HR department managers in 100 Greek companies with a distinct HR department to a structured questionnaire. Results suggest that the HR department has limited involvement in the budgeting procedures, which in turn could explain the limited use of budgets as a means of performance evaluation and communication from a HR management perspective. Nevertheless, both the size of the HR department and the number of employees has a positive effect on the HR management and budgeting interaction. The survey presented in this paper provides corroborative evidence that HR departments in Greece do not fully exploit the wide potential offered through budgeting as a means to achieve their goals. The study contributes to the literature by analyzing the responses of HR department managers and their views towards the budgeting function from a HR management perspective in Greek companies.

Don't look at budgeting as a necessary evil but as an opportunity to demonstrate HR's value by Ladika, Susan. HR Magazine; Aug2006, Vol. 51 Issue 8, p93-95, 3p, article emphasizes the need for human resource (HR) managers to be knowledgeable about the facts and figures of budgeting. Categories of budget development include internal, operational and organizational budgeting. HR managers should consider and expect to revise its recruiting budget if the unemployment rate declines. In addition to external economic factors, it is essential to review financial reports that affect the budget of HR.

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How to... make your HR budget go further by Craig, Tara, Personnel Today; 7/8/2008, p31-31, 1/2p ,offers suggestions for human resource (HR) practitioner of an organization to use the HR budgets wisely in view of an economic downturn in Great Britain. It states that training should be tailored to staff needs, and should be provided to larger groups together rather than to a single team. It mentions that retaining the existing employees is much cheaper than recruiting replacements. It offers information on books and articles that provide information on budgeting.

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CHAPTER 3: RESEARCH METHODOLOGY

INTRODUCTION:

Marketing research is a process of collecting and analyzing the information and ultimately to arrive at a certain conclusion. In the project given to me the research is based on the secondary data. I have collected the information from the various departments of the organization. It indicates the present future trends of industry and points out how the companys affairs are to be turned up.

PROJECT FLOW:

Figure2: project flow

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DATA SOURCE: The various source of information broadly divided in two categories.

Primary Source:-

Source from where first hand information are gathered directly are called primary source and information thus collected is called primary data. In case of the above study the primary data has been collected mostly by brainstorming from the people of different departments.

Secondary source:-

The data that are collected for another purpose already exists somewhere is called secondary data. With regards to my study the secondary sources were the business plan provided by HCCBPL and also the monthly actual expenditure data provided by the various departments.

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DATA COLLECTION METHOD:

The following methods are widely used for collection data.

Survey Method. Brainstorming sessions with the administration manager. The data is collected from different departments of the organizations and they are collaborated in an excel sheet for the further analysis. The data was collected on the monthly basis from January 2012, till April 2012. The business plan is taken for the HCCBPL West U.P. Zone from the finance department.

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CHAPTER: 4 DATA ANALYSIS & FINDINGS

Key Headings Business plan and components of HR Budgeting of Hindustan Coca-Cola Beverage Private Limited.

The human resource budget includes the following components:

1. In the maintenance of current HR activities

Current overheads for salaries, wages, allowances, and benefits; Training to maintain and develop skills and capabilities; Office supplies and equipments for HR Department; Logistical overheads of the HR department such as vehicles for dispatch; Administrative costs including maintenance of HRIS system, intranet; Outstations duties; Meetings, briefings, etc; Traveling and accommodation costs; Superannuation, provident fund contributions; Insurance premiums for group personal accident, group life, medical consultation and hospitalization, professional negligence liability, etc;

Safety and security costs; Labor relations costs; Amenities and facilities; Contingencies.

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2. In the improvement of the HR function

Estimated costs for recruitment plan for the coming year or next six or twelve months;

Estimated increase in personnel overhead costs, namely, salaries, allowances, benefits for new employees;

Estimated costs for training new employees, and training to provide serving employees with new skills or to enhance their professionalism;

Estimated costs for conducting employee surveys for improvement purposes; Estimated cost for salary increases including those of employees identified for promotion;

Estimated cost for bonus payments; Estimated costs of purchases of new office equipments whether as replacements or not;

Estimated increases in logistical costs; Estimated increase in superannuation contributions, provident fund, insurance premiums, etc;

Purchase of capital items for HR department; Contingencies

The structured format to prepare a budget followed by HCCBPL is:

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S.no. Item 1 Volume Customer - Physical cases - Unit cases 2 3 Gross Revenue Net Revenue (GR - Sales tax & discount) Variable 4 COGS (Sourcing cost &

sourcing freight) Gross Contribution (net revenue -

5 6

COGS) Fixed Mfg Expenses NA - Comp & Benefits (Casual) Mfg-NA

Fixed Mfg Expenses-NA - Comp & Benefits (Permanent) Mfg-NA - Comp & Benefits (Permanent) MfgIncentive-NA

8 9

Gross Profit Logistics & distribution Expenses - Comp & Benefits (Casual) S&D-NA

10

Sales Expenses - Comp & Benefits (Permanent) S&D - Comp & Benefits (Permanent) S&DIncentive - MD/ PSR Salary - Travel S&D - Telecommunications - S&D

11

Total Sales expenses

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12

General Admin Expenses - Comp & Benefits (Permanent) Admin - Comp & Benefits (Permanent) AdminIncentive - Comp & Benefits (Casual) Admin - Recruitment, Relocation & Training - Travel Admin - Communication - Rent - IS Expenses - Meetings / Conferences - Consultancy / Services - Insurance Others Admin

13 14

Total General Admin Costs Total Comp & Ben

Total HR Cost (Casual S&D + Sales Expenses+General Admin) Total Compensation Cost Permanent Temps Manpower Productivity (Total comp/Py Cs) CPC Permanent CPC Variable Manpower Cost as % of NR manpower Cost per case Table 1 . components of HR budget

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1. Comparative analysis between the budgeted amount and the actual expenditure for West UP.

The comparative analysis is done by the excel sheets below. It determines the differences in the budgeted amount and actual amount. The highlighted depicts points of concern.

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S.n. Item 1 2 3 4 Volume - Customer - Physical cases - Unit cases Gross Revenue Net Revenue (GR Sales 5 discount) Variable (Sourcing 6 COGS cost & tax &

YTD 2012 0 4668000 8886000 982843000

Actual YTD 2012 0 2378961 5039203

Diff 0 2289039 3846798

%age achievement

51.0% 56.7% 110.1%

1082445120 -99602120

1082050000 780018015

302031985 72.1%

451492000 600787840 149295840 133.1%

sourcing freight) Gross Contribution (net revenue -

7 8

COGS) Fixed Mfg Expenses - Comp & Benefits

424575000 0

179230175 0

245344825 42.2% 0

9 10

(Casual) Mfg Fixed Mfg Expenses - Comp & Benefits

13482000 0

0 0

13482000 0

0.0%

11

(Permanent) Mfg - Comp & Benefits (Permanent) Mfg-

65180000

65180000

0.0%

12 13

Incentive Gross Profit Logistics distribution &

1661000 279479000

0 177406475

1661000

0.0%

102072525 63.5%

14

Expenses - Comp & Benefits

15 16

(Casual) S&D Sales Expenses

2509000 0

0 0

2509000 0

0.0%

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- Comp & Benefits 17 (Permanent) S&D - Comp & Benefits (Permanent) 18 19 20 Incentive - MD/ PSR Salary - Travel S&D Telecommunications 21 22 - S&D Total Sales expenses General 23 Expenses - Comp & Benefits 24 (Permanent) Admin - Comp & Benefits (Permanent) Admin25 Incentive - Comp & Benefits 26 (Casual) Admin Recruitment, & 1012000 4952000 320000 520000 5900000 250822 635660 297018 1490000 2451219 761178 4316340 22982 -970000 3448781 24.8% 12.8% 92.8% 286.5% 41.5% 604000 0 604000 0.0% 212000 -241551 453551 -113.9% 11427000 5708487 5718513 50.0% Admin 0 0 0 768000 104892000 416175 75626127 351825 29265873 54.2% 72.1% S&D2843000 11020000 4428000 1541275 7843516 2867249 1301725 3176484 1560751 54.2% 71.2% 64.8% 24207000 22877251 1329749 94.5%

Relocation 27 28 29 30 31 Training - Travel Admin - Communication - Rent - IS Expenses - Meetings / 32 33 Conferences - Consultancy /

108000 1972000

235223 451244

-127223 1520756

217.8% 22.9%

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Services 34 35 - Insurance Others Admin Total 36 General 64204000 101730000 31132371 37728977 33071629 64001023 48.5% 37.1% 0 10733000 2749 5262242 -2749 5470758 49.0%

Admin Costs Total Comp & Ben

Table 2: the actual expenditure vs. allocated amount

2.

Deviations between the budgeted amount and actual expenditure, and identify the reasons for variations.

The analysis is done using graphical method, the month wise data is represented in the line charts and the deviation can be easily identified. The parameters which are the areas Of concern are represented below:

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(a) The variable COGS(Sourcing cost & sourcing freight)

25,000.00 22,792.82

21,845.02 21,610.60

20,000.00

Variable COGS (Sourcing cost & sourcing freight)

Rs '0000

15,000.00 9,777.85 14,765.30 Actual Budget 5,663.09 5,000.00 3,915.80 Jan-12 Feb-12 Mar-12 Apr-12 Month 4,857.50

10,000.00

Figure 3: variable COGS In the above graph

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(b) Rent

60.00 54.00 50.00 42.50 40.00 Rs '0000 42.50

Rent

30.00 Actual 20.00 10.00 10.00 13.00 13.00 13.00 13.00 Budget

Jan-12 Feb-12 Mar-12 Apr-12 Month

Figure 4: Rent

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(c)

Meeting and conferences

35.00 30.00 25.00 20.00 Rs '0000 15.00 10.00 5.00 (5.00) (10.00) 2.70 Jan-12

31.03

Meetings/ Conferences

Actual Budget 2.70 Feb-12 2.70 Mar-12 (7.62) 0.11 2.70 Apr-12

Month

Figure 5: Meeting and conferences

The reason because of which the budgeted amount exceeded in the above parameters is: 1. RTM (Route to Market) department is responsible for the above increase. The cost goes up mostly because of the sourcing and freighting. It was because of the rise in the demand and the unexpected breakdowns. 2. The budgeted amount of the rent in the business plan is very less as compared to the actual expenditure. The business plan needs to be reviewed. 3. The actual amount exceeded the budgeted amount of meetings and conferences because there was a sales conference organized in the month of February. The expenditure of that conference is not included in the business plan.

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Apart from these parameters, all the other parameters are under control. The expenditures are under the amount allocated to them.

3. HR related bottlenecks in increasing sales force effectiveness:

The sales force effectiveness was hampered because of the rise in the fuel prices. The market developer were not travelling much, there was a resistance in there travelling pattern. This was hampering the effectiveness of the sales force team in U.P. The VISITE NAMEOF THE S.N O EMPLOY EES D TRAVELL AMT PAID(P. W) ACTUAL EXPENSE( P.W) DIF F(R S.)

(OUTLE ING TS P.W) DIST (P.W)

company was paying per day Rs.75 to a market developer which was not sufficient for them. There was a survey conducted by telephonic interview from 35 market developers. The various questions were asked and a weekly analysis was done. For example the responses of few individuals were: After the above analysis to increase the workforce effectiveness there was an increase in the transport allowance. The amount was increased to Rs.130 from Rs.75 per day.

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SHIV 1 2 3 KUMAR GOPAL VIJAY BRIJESH 4 KUMAR YOGEND RA 5 KUMAR HARISH CHANDR 7 8 A SOFIA ARVIND CHAUHA 9 N PUNEET 10 SINGH 240 330Kms 420 540 120 132 120Kms 450 750 300 75 150 270Kms 120KMS 420 420 600 660 180 210 80 210Kms. 450 600 150 240 600Kms. 420 900 480 210 120 60 600 Kms. 600Kms. 360Kms 450 420 420 900 600 750 450 180 330

Table3: difference travelling allowance 4. To reduce recruitment cost by reduction in attrition % through means of employee engagement initiatives.

The following action plan was followed:

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AreaA reas of Impact Communication

Opportunity Area

Action Plan Review list of all Sales

There has been focus around creating health consciousness in my unit

Associates who need to get Medical check up done as per policy (every 2 yrs, 1 year). Ensure all who are eligible to get medical check up done complete the same by July'12 a. Medical Mails for Bulletin3 days

every month between 15th to 20th to all perm associates in Zone Water Diseases, Hypertension - theme on Borne Obesity, &

Stress, AIDS, Cancer, Hepatitis, Cardiac explore Smoking, Health. Quarterly

Poster campaign & Quiz Contest on

above topics at Unit level. b. a. Visiting Doctor- 1 day every 2 months at Plant/Depot -

gynecologist, general

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physician, dietician.

and

c. b. Share findings of Medical resp test with and

associate

support in treatment and counseling by

Doctor I'm well informed about the a. Fortnightly refresher on hospitalization policies of Med claim policy/ coverage HCCB coverage contact) I am well informed of my life insurance & Group (e.g. , Insurance through mails emergency b. Quarterly session by

Medicare representative.

Personal Accident Policy Image At my workplace , people do COBC training to be

not need to compromise on imparted to all new joiners as COBC guidelines to succeed a process COBC Refresher course for 100% associates. Table4: employee engagement

The above plan action plan was implemented and the major focus was on creating health consciousness. The employees were informed about the health checkups. Free health checkup camps were organized.

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The mailers were made and circulated to all the employees informing them about, Water Borne Diseases, Obesity, Hypertension & Stress, AIDS, Cancer, Hepatitis, Smoking, and Cardiac Health.

For example the mailer circulated for heat stroke was:

Heat Stroke: Symptoms and Treatment

The free helmets were distributed to the market developers. The COBC (code of business conduct) training was conducted for new joiners.

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DATA INTERPRETATION:

The data was interpreted by the followings steps: 1. The difference was taken out between the budgeted expense and the actual expense. Example

Ledger Item S.n. - Comp & Benefits (Permanent) S&D Balance items

Budget 2012

Jan

Actual 2012

Jan Diff

5,591,000

5,121,719.00

469,281

Table5: difference in the amounts In the above examples the budgeted amount for the comp & benefits (permanent) S&D expenditure is Rs. 5591000 and the actual expenditure for the month of Jan is Rs. 5121719.00. The difference between them was Rs. 469281.00. 2. In the next step the achievement percentage was calculated.

Example:

Ledger Item S.n. - Comp & Benefits (Permanent) S&D Balance items

Budget Jan 2012

Actual 2012

Jan Diff % Ach

5,591,000

5,121,719.00

469,281

92%

Table6: achievement percentage

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Achievement %= actual expense / budgeted expense

%= 5121719 / 5591000 *100

Achievement = 92% The interpretation from the above example is that the achievement is 92%. Which is acceptable as the actual expenditure is lesser than budgeted amount in the months of Jan. 3. After the calculation of the achievement%, the data is represented in the graphical form for individual months. 4. The cumulative study was done for all the parameters from the month of Jan till April.

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FINDINGS

(i) After the analysis of the achievement percentages, it was found that there are three parameters in which the actual expenditure is more than the budgeted amount. Those three parameters are: 1. Variable COGS (Sourcing cost & sourcing freight) 2. Rent

3. Meetings and conferences

The reason because of which the budgeted amount exceeded in the above parameters are: RTM (Route to Market) department is responsible for the above increase. The cost goes up mostly because of the sourcing and freighting. The budgeted amount of the rent in the business plan is very less as compared to the actual expenditure. The actual amount exceeded the budgeted amount of meetings and conferences because there was a sales conference organized in the month of February. The expenditure of that conference is not included in the business plan.

Apart from these parameters, all the other parameters are under control. The expenditures are under the amount allocated to them.

After the studying the response of marketing developers it was found that the sales force was not able to perform well as the transport allowance given to them was not sufficient. Because of the rise in the fuel price the sales force was not traveling much, which was the major reason, hampering their productivity. The transport allowance was increased to Rs.130 per day from Rs.75 per day.

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(iii) The employee engagement plan was implemented to increase the belongingness amongst the employees, which would reduce the attrition rate and save the recruitment expenditure. The major focus was on the health consciousness. The mailers were made and circulated to all the employees informing them about, Water Borne Diseases, Obesity, Hypertension & Stress, AIDS, Cancer, Hepatitis, Smoking, and Cardiac Health.

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CHAPTER: 5 RECOMMENDATIONS AND CONCLUSIONS

CONCLUSION

Every organizational function and activity needs money to run and manage properly. Availability of adequate financial allocation is needed for development and improvement purposes. This is also true of HR. Continuous development of an improvement in HR is as important as those in the business activities of your organization. From the above study on hr budget vs. actual expenditure in Hindustan Coca-Cola Beverage Private limited, it can be concluded that the expenditure are under control. The expenditure is done as per the budgeted amount. There are some deviations though, which has been identified in the above analysis. The reasons for the deviations have been determined. The cost control measures which have been implemented in the organization are: 1. Switching off systems when not in use. The tracker was prepared on a daily basis which ensures the optimum use of electricity. 2. Usage of hired vehicle was reduced. The transport allowance is increased for the sales force to facilitate them in improving their performance. The employee engagement plan is implemented to increase the belongingness.

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SUGGESTIONS AND RECOMMENDATIONS

Some of the cost control measures which can be suggested to the company are:

1. Reduce the usage of the hired vehicle. The use of the personal vehicle should be encouraged; this would eliminate the extra expenditure on vehicle used. 2. The tracker can be maintained on a daily basis which assures the optimum use of electricity. 3. The employee engagement plan can be implemented with perfection.

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REFERENCES

Cohen S, Karatzimas S, (2011),"The role of the human resources department in budgeting: evidence from Greece", Journal of Human Resource Costing & Accounting, Vol. 15 Issue: 2 pp. 147 166 Susan L, (Aug2006), Don't look at budgeting as a necessary evil but as an opportunity to demonstrate HR's value, HR Magazine; Vol. 51 Issue 8, p93-95, 3p. Tara C, (Aug 2008), How to make your HR budget go further, Personnel Today; p3131, 1/2p