CHAPTER 1

EXECUTIVE SUMMARY

1. EXECUTIVE SUMMARY
Human resource executives in India continue to struggle with talent management
issues, particularly retention. The quest to find best way to retain employees has taken HR
through different concepts such as employee review, employee satisfaction and employee
delight the latest idea is Employee Engagement, a concept that holds, that, it is the degree to
which employee is emotionally bonded to his organization and passionate about his work that
really matters. My project deals with this concept. This report distills the key findings that
emerged from the study and action-points, preceded by the objectives and the methodology.
The fundamental objective of my project was to summarize the results obtained from
the survey Anubhav - an Employee Engagement Survey conducted by the organization and
work on the action plans for the gray areas, which will increase the satisfaction level of
employees ultimately increasing the profitability of the company. Owing to the fact that
before one sets out for summarizing the results one should have a thorough knowledge of the
topic assigned, I spent my considerable time in knowing about Bisleris Employee
Engagement Survey previously conducted by a consultancy Ma Foi.
Engagement is about motivating employees to show their best. An engaged employee
gives his company his 100%. The quality of output and competitive advantage of a company
depends upon quality of its people. Most organizations realize today that a satisfied employee
is not necessarily the best employee in terms of loyalty & productivity. It is only an engaged
employee who is intellectually & emotionally bound with the organization.
A successful employee engagement helps create a community at a workplace & not
just a workforce. As organizations globalize & become more dependants on technology in a
virtual working environment, there is a greater need to connect & engage with employees to
provide them with an organizational identity.
In todays world of cutthroat fierce competition, it is very essential to not only recruit
the best workforce but also to retain them. To survive in the market the company not only
needs to formulate strategies to increase earnings but also needs to develop ways to satisfy its
employees which would ultimately lead to higher profits.

CHAPTER 2
INTRODUCTION

2.1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource (HR) Management:

The design of formal systems in an organization is to ensure the effective and efficient
use of human talent to accomplish the organizational goals. It is a management function that
helps Managers Recruit, Select, Train and Develop members for an organization.
The Human Resources Management (HRM) function includes a variety of activities
like staffing needs, Recruiting and training, dealing with performance issues, ensuring that
personnel and management practices conform to various regulations. Activities also include
managing ones approach to employee benefits and compensation, appraisal, worker health
and safety issues, employee records and personnel policies. In broader terms, all decisions
that affect the workforce of the organization concern the HRM function.
The activities involved in HRM function are pervasive throughout the organization.
Line managers, typically spend more than 50 percent of their time for human resource
activities such as hiring, evaluating, disciplining, and scheduling employees. Human resource
management specialists in the HRM department help organizations with all activities related
to staffing and maintaining an effective workforce. HRM department provides the tools, data
and processes that are used by line managers in their human resource management
component of their job.
HR Management Challenges:
The environment faced by HR management is a challenging one; changes are
occurring rapidly across a wide range of issues. The most prevalent challenges facing HR
management are as follows:

Economic and technological change

Workforce availability and quality concerns
Demographics and diversity issues
Organizational restructuring

HR Management Activities:
The central focus for HR management must be on contributing to organizational
success. Key to enhancing organizational performance is ensuring that human resources
activities support organizational efforts focusing on productivity, quality, and service.

Productivity - As measured by the amount of output per employee, continuous improvement

of productivity has become even more important as global competition has increased. The
productivity of the human resources in an organization is affected significantly by
management efforts, programs, and systems.
Quality - The quality of products and services delivered significantly affects organizational
success over the long term. If an organization gains a reputation for providing poor-quality
products and services, it reduces its organizational growth and performance. An emphasis on
quality requires continuous changes aimed at improving work processes. That need opens the
door for reengineering the organizational work done by people. Customer value received and
satisfaction become the bases for judging success, along with more traditional HR measures
of performance and efficiency.
Service - Because people frequently produce the products or services offered by an
organization, HR management considerations must be included when identifying service
blockages and redesigning operational processes. Involving all employees, not just managers,
in problem solving often requires changes in corporate culture, leadership styles, and HR
policies and practices. To accomplish these goals, HR management is composed of several
groups of interlinked activities. However, the performance of the HR activities must be done
in the context of the organization. Additionally, all managers with HR responsibilities must
consider external environmental forces - such as legal, political, economic, social, cultural,
and technological ones - when addressing these activities. These external considerations are
especially important when HR activities must be managed internationally.
The HR activities for which a brief overview follows are:

HR Planning and Analysis

Equal Employment Opportunity

Staffing

HR Development

Compensation and Benefits

Health, Safety, and Security

Employee and Labor Management Relations

HR Planning and Analysis - These have several facets. Through HR planning, managers
attempt to anticipate forces that will influence the future supply of and demand for
employees. Having adequate human resource information systems (HRIS) to provide
accurate and timely information for HR planning is crucial. The importance of human
resources in organizational competitiveness must be addressed as well. As part of maintaining
organizational competitiveness, HR analysis and assessment of HR effectiveness must occur.
The internationalization of organizations has resulted in greater emphasis on global HR
management.
Equal Employment Opportunity - Compliance with equal employment opportunity (EEO)
laws and regulations affects all other HR activities and is integral to HR management. For
instance, strategic HR plans must ensure sufficient availability of a diversity of individuals to
meet affirmative action requirements. In addition to recruiting, selecting, and training
individuals, all managers must be aware of EEO requirements.
Staffing - The aim of staffing is to provide an adequate supply of qualified individuals to fill
the jobs in an organization. Job analysis is the foundation for the staffing function. From this,
job descriptions and job specifications can be prepared to recruit applicants for job openings.
The selection process is concerned with choosing the most qualified individuals to fill jobs in
the organization.
HR Development - Beginning with the orientation of new employees, HR training and
development also includes job realted skill based training. As jobs evolve and change,
ongoing retraining is necessary to accommodate technological changes. Encouraging
development of all employees, including supervisors and managers, is necessary to prepare
organizations for future challenges. Career planning identifies paths and activities for
individual employees as they develop within the organization. Assessing how employees
perform their jobs is the focus of performance management.
Compensation and Benefits - Compensation rewards people for performing organizational
work through pay, incentives, and benefits. Employers must develop and refine their basic
6

wage and salary systems. Also, incentive programs such as gain sharing and productivity
rewards are growing in usage. The rapid increase in the costs of benefits, especially healthcare benefits, will continue to be a major issue.
Health, Safety, and Security - The physical and mental health and safety of employees are
vital concerns. The Occupational Safety and Health Act of 1970 (OSHA) has made
organizations more responsive to health and safety concerns. The traditional concern for
safety has focused on eliminating accidents and injuries at work. Additional concerns are
health issues arising from hazardous work with certain chemicals and newer technologies.
Through a broader focus on health, HR management can assist employees with substance
abuse and other problems through employee assistance programs (EAP) in order to retain
otherwise satisfactory employees. Employee wellness programs to promote good health and
exercise are becoming more widespread. Workplace security has grown in importance, in
response to the increasing number of acts of workplace violence. HR management must
ensure that managers and employees can work in a safe environment.
Employee and Labor Management Relations - The relationship between managers and
their employees must be handled effectively if both the employees and the organization are to
prosper together. Whether or not some of the employees are represented by a union,
employee rights must be addressed. It is important to develop, communicate, and update HR
policies and rules so that managers and employees alike know what is expected. In some
organizations, union / management relations must be addressed as well.

A successful company cant be at war with its own

employees.

2.2

FMCG INDUSTRY
Products which have a quick turnover, and relatively low cost are known as Fast

Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year.
Examples of FMCG generally include a wide range of frequently purchased consumer
products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and
detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products,
and plastic goods. FMCG may also include pharmaceuticals, consumer electronics, packaged
food products, soft drinks, tissue paper and chocolate bars.
Indias FMCG sector is the fourth largest sector in the economy and creates
employment for more than three million people in downstream activities. Its principal
constituents are Household Care, Personal Care and Food & Beverages. The total FMCG
market is in excess of Rs. 85,000 Crores. It is currently growing at double digit growth rate
and is expected to maintain a high growth rate. FMCG Industry is characterized by a well
established distribution network, low penetration levels, low operating cost, lower per capita
consumption and intense competition between the organized and unorganized segments.
As it is meeting the every-day demands of consumers, it will continue to grow.
Market share movements indicate that companies such as Marico Ltd and Nestle India Ltd,
with domination in their key categories, have improved their market shares and outperformed
peers in the FMCG sector. This has been also aided by the lack of competition in the
respective categories. Single product leaders such as Colgate Palmolive India Ltd and
Britannia Industries Ltd have also witnessed strength in their respective categories, aided by
innovations and strong distribution. Strong players in the economy segment like Godrej
Consumer Products Ltd in soaps and Dabur in toothpastes have also posted market share
improvement, with revived growth in semi-urban and rural markets.

2.3

BOTTLED WATER INDUSTRY

One cannot think about life without water. We are blessed with adequate natural

resources of water but increasing population, alarming rate of global warming and rapid
industrialization and lack of adequate and improved management of the water supply systems
resulted in the increased rate of water consumption, wastage of water and deteriorating
condition of the water supply networks and the result is, scarcity of water. The Water shortage
around the world and particularly in the developing countries has opened new doors for
bottled water Industry.
Why Bottled water?
Millions of people, both in rural and urban India, suffer from inadequate or no tap
water supply. Even some parts of Mumbai, the country's financial capital, get a mere two
hours of daily water supply. The city's Virar suburb gets 45 minutes. Bottled water is much in
demand by residents - even though the businesses profiting from the sales are thriving from
access to public water sources.
Bottled water has been treated by distillation, reverse osmosis, or other suitable
process and that meets the definition of "purified water". The bottled water treatments
include:

Distillation: In this process, water is turned into vapours. Since minerals are too

heavy to vaporize, they are left behind, and the vapors are condensed into water again.
Reverse osmosis: Water is forced through membranes to remove minerals in the

water.
Absolute 1 micron filtration: Water flows through filters that remove particles larger

than one micron in size, such as "Cryptosporidium", a parasitic protozoan.

Ozonation: Bottlers of all types of waters typically use ozone gas, an antimicrobial
agent, to disinfect the water instead of chlorine, since chlorine can leave residual taste
and odor to the water.
India is one of the biggest and most attractive water markets in the world. Most multi

national companies view India as the next big market with lots of potential and growth
possibility. There is a huge market being exploited by the packaged water industry, and its
growing at 40% per annum. With over a thousand bottled water producers, the Indian Bottled
water industry is big by even international standards. There are more than 200 brands, nearly

80% of which are local. Most of the small scale producers sell non branded products and
serve small markets. In fact making bottled water is today a cottage industry in the country.
Bottled water is sold in a variety of packages right from 200 ml pouches and glasses,
to 250 ml bottles, 500 ml bottles, to one-litre bottles and even 20 litre bulk water packs. It is
obvious to find the bottled water manufacturer in metro cities though it might be running only
in one room or shop, but its surprising to know that at present in many medium and small
villages and even in some of the prosperous rural areas you will find the local manufactures
of bottled water and local brand of bottled water lying with the well known brands on the
same shelf.
Parle was the first major Indian company to enter the bottled water market in the
country when it introduced Bisleri in India 25 years ago and created Bisleri as the synonym
of mineral water but now that image is getting deteriorated with the entry of major
international giants like Coca-Colas Kinley, PepsiCos Aquafina and noticeable presence of
national players like Mount Everests Himalayan (Tata Group), Manikchands Oxyrich,
Kingfisher. Their distribution network with professional marketing approach has resulted to
capture the major chunk of the bottled water market though they are receiving good fight
from the local players as well. One thing has to be noted in this business is that the required
infrastructure and the distribution network requirements are same for major players and small
or local players but one area where they can make a difference is their way of marketing and
branding.
Almost all the major international and national brands water bottles penetrated in the
Indian market and are available right from the malls to railway stations to bus stations to
multiplexes to grocery stores and even at panwala's shop.
Water resources over-exploited
The majority of the bottling plants are dependent on groundwater. They create huge
water stress in the areas where they operate because groundwater is also the main source - in
most places the only source - of drinking water in India. This has created huge conflict
between the community and the bottling plants.
Private companies in India can siphon out, exhaust and export groundwater free
because the groundwater law in the country is archaic and not in tune with the realities of
modern capitalist societies. The existing law says that "the person who owns the land owns
the groundwater beneath". This means that, theoretically, a person can buy one square metre
of land and take all the groundwater of the surrounding areas and the law of land cannot
10

object to it. This law is the core of the conflict between the community and the companies
and the major reason for making the business of bottled water in the country highly lucrative.
Plastic Bottles Pollution
Tap water is a local product that needs no packaging. Globally, bottled water accounts
for as many as 1.5 million tons of plastic waste annually. In addition, billions of bottles end
up in the ground every year. Sadly, only 20% ever get recycled, according to the Container
Recycling Institute and the other 80% are accounted for increasing environmental waste.
Besides landfills, many bottles end up in oceans, posing a risk to marine life. By purchasing
bottled water, youre indirectly raising the price of gasoline and contributing to Global
Warming and Climate change.
In 2007, the manufacturers of plastic water bottles generated more than 2.5 million
tons of carbon dioxide emissions and required the equivalent of more than 17 million barrels
of oil, according to the Pacific Institute. Americans drank more than 30 billion single-serving
bottles of water last year. Yet the vast majority of us have an unlimited source of clean, EPAregulated tap water flowing from our faucets.
Plastic Bottles requires costly Oil, making the plastic in the bottles requires 47 million
gallons of oil annually. And that doesnt include the jet fuel and gasoline required to transport
the bottles- sometimes halfway around the world.
Bottled water has come under criticism in recent years for the environmental impacts
of groundwater extraction, the energy and environmental costs of the plastic packaging and
transportation costs, and concerns about water quality and the validity of some marketing
claims. One criticism of bottled water concerns the packaging. Bottled water commonly is
packaged in Polyethylene Terephthalate (PET), which requires a significant amount of energy
to produce.
U.S. is the largest consumer market for bottled water in the world, followed by
Mexico, China, and Brazil. Major players in the global water market are Arrowhead,
Aquafina, Aqua pod, Bisleri, Bonaqua, Bonafont, Ciel purificada, Crystal Geyser, Dasani,
Deer Park, Deja Blue, Evian, Fiji, Galvanina, Gerolsteiner, Island Chill, Ozarka, Pennine
Spring, Perrier, Propel Fitness water, Ramlosa, San Pellegrino.
Bottled water companies earn high profits
What is amazing is that people are prepared to pay Rs. 12 for a litre of water-in India
especially when the cost of material input (0.25 paisa per litre excluding labors cost) pales
into insignificance before the price of the product.

11

Up to 40% of bottled water comes from the same source as tap water, but is sold back
to consumers at hundreds of times the cost, says the website of the North American "Think
Outside the Bottle" campaign. Not only Coca-Cola but there are thousands of brands in
India's $445 million packaged water industry.
Not just bottlers are involved. In south India, thousands of fuel trucks converted to be
water carriers sell ground water to households and establishments at about $10 for 5,000
litres. More than 13,000 tankers carry water drawn from farmland surrounding Chennai,
according to a social activist R. Srinivasan. He estimates a $148 million tanker industry is
cashing in on Chennai's acute water scarcity. The story is replicated across India, including in
New Delhi.

Cost of producing 1 litre branded bottled drinking water

Cap Cost Rs. 0.25
Bottle Cost Rs. 1.50 - 2.50
Treatment Cost Rs. 0.10 - 0.25
Label Cost Rs. 0.15 - 0.25
Carton Cost Rs. 0.50
Transportation Cost Rs. 0.10 - 0.25
Others Rs. 0.25
Total cost (excluding labour, marketing and tax)
Rs. 2.85 - 4.25
Selling cost Rs. 10.0 - 12.0
Source: Compiled from number of sources by Centre for Science and Environment.
Note: The costs are indicative (and even over estimated in some heads) and not absolute.
They will vary from place to place and with the size of the manufacturer.

12

Comparison between National & International Bottled Water Industry

If we compare the growth and status of Indian Bottled Industry with that of Western
or Asian market, we are far behind in terms of quantum, infrastructure, professionalism &
standards implementation. The per capita consumption of mineral water in India is a mere
0.5-litre compared to 111 litres in Europe and 45-litre in USA. Also As per UN study
conducted in 122 countries, in connection with water quality, Indias number was dismal 120.
In comparison to global standards India's bottled water segment is largely unregulated. Safe
water is rated with a different yardstick in different countries. In India, the aspect has been
overlooked since long. Indian consumers tend to believe that any bottled water is safe water
while this may not be true. However there is no need to be disappointed looking at the global
bottled water industry because our industry data shows that the Indian bottled water industry
is one of the most booming sectors in India. The Indian market is estimated at about Rs 1,000
Crore and is growing at whopping rate of 40 per cent. In 2010, it has reached to Rs 4,000 5,000 Crore with 33 per cent market for natural mineral water. The volume sale of bottled
water in India is forecasted to exceed 7440 Million Litres by the end of 2013, translating into
a market worth more than US$ 1.5 Billion. However, the category is still largely
commoditized and price-sensitive.

13

2.4

COMPANY PROFILE

Bisleri International Pvt. Ltd.

The name that epitomizes mineral eater today was first introduced in Mumbai in early
60s. In 1969 Signor Felice Bisleri an Italian by origin, came up with the idea of selling
bottled water in India. In 1969 Parle brought over Bisleri (India) Ltd. and started bottling
mineral water in glass bottles under the brand name Bisleri. In due course Parle switched
over to PVC non returnable bottles and finally advanced to PET containers.
Under the leadership of Mr. Ramesh J Chauhan, Bisleri has undergone significant
expansion in their operations. The company has witnessed an exponential growth with their
turnover multiplying more than 20 times in a short span of 10 years. The average growth over
this period has been around 40% with Bisleri enjoying more than 60% of the market share in
the organized mineral water segment. It has 17 owned plants, 33 co-packers, 11 franchisees
and a wide distribution and retail network pan India. The overwhelming popularity of Bisleri
and the fact that the company was the pioneer of bottled water industry in India has made it
synonymous to mineral water and a household name. So naturally When you think of bottled
water, you think Bisleri.

14

The people at Bisleri value their customers & therefore have developed unique pack
sizes to suit the need of every individual. They are present in 250ml, 500ml, 1 litre, 1.5 litre,
2 litre which are one way (non returnable) and 5 litre, 20 litre which are two way (returnable).
Till date the Indian consumer has been offered Bisleri
water, however in their effort to bring to the customers
something refreshingly new, they have introduced Bisleri
Vedica - natural mountain water - water brought directly from
the foot hills of the Himalayas. Hence the product range now
comprises of Bisleri with added minerals and Bisleri
mountain water.
The commitment of the company is to offer every Indian pure & clean drinking water.
Bisleri water is put through multiple stages of purification, ozonization and finally packed for
consumption. Rigorous R&D and stringent quality controls has made Bisleri a market leader
in the bottled water segment. Strict hygiene conditions are maintained in all plants.
In their endeavor to maintain strict quality controls each unit purchases preforms &
caps only from approved vendors. The company produces bottles in-house. They have
recently procured the latest world class state of art machinery that puts the company at par
with International standards. This has not only helped them in improving packaging quality
but has also reduced raw material wastage and doubled production capacity. People can be
assured that they are drinking safe & pure water when they consume Bisleri.

Bisleri Soda with its

Preform

Preforms for different sizes of

bottles

15

Vision:
1000 crore
by 2015

Mission:
Bisleri in every
hand

Values:

Trust: Build trust in every single individual who interacts with the brand.
Innovation: Approach innovation not as a can-do, but as a must-do.
Seamlessness: Integrate smaller goals seamlessly to achieve the larger objective.
Commitment: Sow the seeds of commitment at every step towards the goal.

The Journey till Date:

1949 - Parle Group, founded by Late Jayantilal Chauhan, started manufacturing soft
drinks.
1951 - Parle Group launches Gold Spot Orange aerated drink.
1965 - Bisleri introduced in Mumbai in two varieties.
1967 - Bisleri, an Italian company started by Signor Felice Bisleri brought the idea of
selling packaged drinking water in India.
1969 - Parle bought over Bisleri (India) ltd. It was bought from an Italian entrepreneur
named Signor Felice Bisleri. Bisleri is originated in Italy in a place called Nocera Umbra
from a spring called Angelica.
1971 - Parle Group launches Limca, a lime flavored aerated drink.

16

1974 - Maaza, a mango based drink is launched.

1978 - Thums up, a cola based aerated drink is launched by the Parle Group.
Early 1980s - Shifts to PVC bottles from glass bottles used in 1969.
Mid 1980s - Switches to PET bottles, which meant more transparency and life to water
1991 - Bisleri 20L pack is introduced as a home and office economical pack.
1993 - Sells carbonated drinks like Thums up, Gold Spot and Limca to Coco - Cola for
Rs.400 Crore.
1995 - Bisleri launches 500 ml bottle and sales shoot up by 400 percent.
1998 - Introduces Tamper Proof and Tamper - evident seal.
2000 - Launch of BADA Bisleri, a 1.2 litre pack, BIS cancels Bisleris License of water
bottling in Delhi since some of the bottles did not carry ISI label; the license was restored
within one and a half months.
2005 - Bisleri launches its Break away seal. Fear factor and Play safe campaigns
which establish its purity and safety. Bisleri has the largest SKU range of 500ml, 1ltr,
1.2ltr, 5ltr and 20 ltr.
2006 - Bisleri changes its design and packaging from blue to green, differentiating itself
from the competition. Launches natural mountain water from the Himalayas, made
available in all its purity.

17

2010 - Launches a limited edition of celebration and celebrate cricket labels in 250 ml
and 500 ml packs. Launched Vedica - Natural mountain water from the Himalayas.
2011 - Looking at entering Middle East countries as part of its strategy to expand its
overseas presence. As part of the plan, the company said it will consider setting up more
manufacturing facilities outside India.

18

Its a compliment being generic to the category, but it is not very good
when consumer thinks any Mineral Water Brand is Bisleri

CSR Activities:
The Economic Times Sep 3, 2010.
Early this year, a bunch of unlikely business associates trooped into the Andheri,
Mumbai office of Bisleri International whose Chairman is Mr. Ramesh Chauhan. As they cast
nervous, furtive glances, it was evident they were uncomfortable in the classy confines of the
headquarters. After all, they were more familiar with Mumbais streets that they scour for
many hours daily. They were rag pickers. They had come to meet Mr Chauhan to review the
progress of a business alliance that the chairman-and-rag-picker combine had co-created a
couple of years ago.
Mr Chauhan, the diminutive, yet feisty entrepreneur, had initiated this partnership to
tackle an environmental hazard - over 3 lakh tonnes of PET containers are used and discarded
every year. Polyethylene Terephthalate, popularly known as PET, is a nonbiodegradable
plastic used to package drinking water, carbonated drinks and juices.

19

Till recently, PET scrap was considered worthless even by rag pickers. Hardly anyone
in Indias vibrant raddi market would buy it, leaving the unsightly garbage littered all over.
So, Mr Chauhan stepped in and built a partnership with rag pickers, announced attractive
prices for PET garbage, commissioned collection centres, purchased about 5000 kg every
month, processed it and sold it to companies like Reliance Industries. His intervention gave
birth to an entire PET recycling ecosystem that now collects about 1,200 tonnes of PET waste
from Mumbais streets every day, according to industry estimates. Another 700 tonnes are
collected from the rest of Maharashtra.
Mr Chauhans review meeting with the rag pickers that day was to take stock of how
profitable the whole initiative was for them. Rag pickers are able to take up other jobs.
LOOK, says Mr Chauhan, Rag pickers are no invention by Bisleri. We only tapped
the community to recycle PET scrap. And this is a business transaction - the focus is to make
it a viable venture for the rag pickers. After the success of this pilot project, Mr Chauhan is
now replicating it nationally. He has charged his army of 1,500 distributors and 2,300 odd
sales staff across the country with the responsibility of seeding and setting up similar PET
waste recycling ecosystems in their geographies.
They will do what Mr Chauhan did in Mumbai - establish such ecosystems, buy scrap
from rag pickers through an elaborate distribution chain, identify users for the scrap, and
gradually pull out once a self - sustaining cycle has kicked - in. Like Mr Chauhan does now,
they too will continue to oversee this ecosystem ensuring it works smoothly.
The total organized bottled water market is estimated to be about Rs 3,000 crore and
is growing at 30% annually. Bisleri has a 60% market share. Its a 10,000 - crore market,
including the unorganized sector.
Of course, there are other competitors (who also generate PET waste). But as the
largest corporate player, the responsibility rested with us, says Mr Chauhan. Bisleri
encourages rag pickers to pick up any PET bottles, including that of competitors.
PET waste can be recycled into carpets, car parts, fabrics, fiberfil (for products like
pillows and jackets), and also for roads where the recycled plastic is mixed with asphalt. The
PET powder enhances the bonding ability of asphalt which strengthens the roads.

20

BISLERI BOSS WITH HIS PARTNERS: Ramesh Chauhan links up rag pickers to Reliance
and sets up an ecosystem to recycle PET waste
Stitching together a partnership with rag pickers wasnt easy. They are a close-knit
community thats driven by trust and fear. Each rag picker has his turf marked out and no one
ventures outside it without the leaders permission. And if one of the members violates the
unwritten code, the whole fraternity disowns him or her. To begin with, a couple of Bisleri
employees gingerly made contact with a few rag pickers in Dharavi. We requested them to
help us clean up the environment by working out a profitable model for them. We spent hours
explaining everything, says Ms Joyce Fernandes, a senior Bisleri executive closely
associated with the entire project.
Mr Chauhan, who once built iconic brands like Goldspot, Thums Up, Limca and
Maaza (he sold these to Coca-Cola in 1993) then roped in the Indian Education Societys
management and research centres student body called RYTHM. It studied 56 rag pickers and
38 scrap dealers (bhangarwallas) and found that the ragpicking community chose PVC waste
over PET. The former was easier to recycle and re-mould. PET scrap, on the other hand, had
no buyers.
Mr Chauhan decided to move in and create a market for PET waste. He explored
options to recycle PET by shredding it rather than melting it. The search took him to the
Horai in Japan. There he found a plant that crushed the bottles and chopped it to flakes. (He

21

imported it at a cost of Rs 1 crore.) Once washed and cleaned, the flakes could be bagged and
shipped to consumers like Reliance, which use it to make fibre cables, pillows, etc.
Rag pickers Shanti and Thangamma, like most of the estimated 1 million rag pickers
in the country, work from 5 am to 11 am. This (PET waste) helps us earn good money,
leaving us free to take up other jobs like selling flowers or to take care of our families during
the rest of the day, they say.
When Bisleri first set the price benchmark for PET scrap, it incentivised rag pickers
and hundreds of scrap dealers. The rag pickers were offered Rs 8-10 per kg; this was later
increased to Rs 17. Each rag picker could sell Rs 5-10 kg per day earning Rs 60 to Rs 150.
Scrap dealers, who would buy the PET scrap from the rag pickers, would initially sell
it to Bisleri for Rs 15-18 per kg. Bisleri would process it and sell it to companies like
Reliance for Rs 30 per kg.
Since then, many firms like Shakthi Plastic Industries, Divine Polymers and Vimnar
have also started buying directly from the scrap dealers, enabling Bisleri to pull back. It no
longer buys scrap, but continues to oversee the ecosystem. PET scrap prices continued to rise
and rag pickers now get over Rs 30 per kg.
Mr Chauhan found an ally in Vijay Merchant, a senior member of The Indian Centre
for Plastics in Environment, ICPE, a body created and funded by the plastics industry. Mr
Merchant is a close friend of Mr Chauhan and his tennis partner. He helped Bisleri set up
collection centres in holiday spots and pilgrimage centres and also gave hand crushers to the
rag pickers and balers for the collection centres. (The crushers help the rag pickers flatten
empty PET bottles enabling them to store them easily. The balers do a similar function, but
with a larger number of bottles.)
Bisleri also harvests 20 litres of rain water for every litre it sells. The Jayanti Lal
Chauhan Trust, set up by up by Mr Chauhan has completed 35 check dam projects, mostly in
Gujarat, conserving 10 million litres.
Now, two years after he first started engaging with rag pickers, Mr Chauhan is
exploring the possibility of using this community to improve Bisleris distribution reach. Mr
Chauhan is wondering if he could use them to deliver Bisleri products to kiosks and smaller
shops that are hard to access with trucks. Rag pickers usually start work at the crack of dawn.
22

This could solve our problem of beating the traffic, says Mr Chauhan. If this plan works
out, it could turn out to be a rags-to-riches story, quite litreally.

The point is if we dont take

the responsibility the waste
would be lying around. So
might

as

well

do

it

for

ourselves and the environment

Ramesh Chauhan.

2.5

EMPLOYEE ENGAGEMENT

What Is Employee Engagement?

Employee Engagement is the extent to which employees think, feel, and act in ways
that represent high levels of commitment to their organization. Engaged employees are
motivated to contribute 100% of their knowledge, skills, and abilities to help their
organization succeed. They care deeply about their company, want to contribute to its
success. Employee engagement is a route to business success.
Organizations productivity is measured not in terms of Employee Satisfaction but in
terms of Employee Engagement. Employees are said to be engaged when they show a
positive attitude towards the organization and express a comittement to remain with the
organization. It is the level of comittement and involvement an employee has towards the
organization and its values. An engaged employee is aware of the business context and works
with colleagues to improve performance within the job for the benefit of the organization.

23

Engagement at work was conceptualized by the Kahn (1990) as the harnessing of

organizational members selves to their work roles. In engagement people employ and
express themselves physically, cognitively and emotionally during role performances. HR
practioners believe that the engagement challenge has a lot to do with how employee feels
about the work experience and how he / she are treated in the organization. It has a lot to do
with emotions which are fundamentally related to drive bottom line success in the
organization. Employee engagement represents an alignment of maximum job satisfaction
with maximum job contribution. Studies all over the world have shown strong links between
employee loyalty, commitment and company performance. Its no surprise that committed
employees are more loyal and will tend to work harder to help their company succeed.
Many companies conduct regular employee satisfaction surveys. These surveys
typically focus measurement on what employees like and dislike about a list of characteristics
of their jobs and their working environment. Unfortunately, as in customer relationships,
what people say they like or dislike often has very little relationship to how they actually
behave.
Also, most traditional employee satisfaction surveys fail to define measures within
Manager
the context of specific outcomes or business objectives, and as a result, they are unable to
prioritize
the key
issues and how they can
influence those outcomes.
Inter
Department
Interface

Training
Compensation
Work Process
HR Processes
Role
Image
Drivers

Corporate Top Management

Effects

Customer Focus
24

Employee engagement starts with managers showing a clear and collective

commitment to making employee engagement part of business culture. This means sharing
information on business plans and performance, making sure you live your business values
and seeking views and ideas from employees on how to improve your business. It is a twoway street. Encourage your employees to play their part by sharing their feedback, raising
concerns and supporting the way you do business.
Benefits of Employee Engagement
Employee engagement benefits everyone involved with your business by creating an
informed, involved and productive workplace that helps propel your business towards its
goals. Engaged employees:

Have a desire and commitment to give their best

Generate more revenue

Demonstrate higher levels of innovation

Act as advocates

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment
Boosts business growth

Have lower rates of sickness or absenteeism

Are less likely to leave the organization

Behave in ways that support business values

Have a positive impact on customer services

25

What factors foster Employee Engagement?

Employee attitudes are studied since 1972. Based on a careful analysis of nearly four
decades of survey data, it was found that employees seek three fundamental things from their
work.

Achievement: The vast majority of employees want to achieve something important

and meaningful at work. They want to grow and develop their skills and capabilities

and they want to be rewarded and recognized for their efforts.

Companionship: We are social beings. Employees enjoy working productively with
others while developing healthy interpersonal relationships. How managers interact
with their teams is especially important in motivating employees to go above and

beyond.
Equity: Employees want to be treated fairly when it comes to pay and benefits, day
today treatment, and psychological and physical safety.

When these needs are met, employees are highly engaged - even enthusiastic - at work.
FACTORS LEADING TO EMPLOYEE ENGAGEMENT
Employee engagement is critical to any organization that seeks to retain valued
employees. The critical factors that lead to Employee Engagement are:

Career Development - Organizations with high levels of engagement provide

employees with opportunities to develop their abilities, learn new skills, acquire new
26

knowledge and realise their potential. When companies plan for the career paths of

their employees and invest in them, they repay it by their hardwork.

Leadership - Employees need to feel that the core values for which their companies

stand are unambiguous and clear.

Empowerment - Employees want to be involved in decisions that affect their work.
The leaders of high engagement workplaces create a trustful and challenging
environment, in which employees are encouraged to dissent from the prevailing

orthodoxy and give innovative inputs for the organization to move forward.
Image - How much employees are prepared to endorse the products and services
which their company provides its customers depends largely on their perceptions of
the quality of those goods and services. High levels of employee engagement are

inextricably linked with high levels of customer engagement.

Performance appraisal - Fair evaluation of an employees performance is an
important criterion for determining the level of employee engagement. The company
which follows an appropriate performance appraisal technique which is transparent

and not biased will have high levels of employee engagement.

Pay and Benefits - The Company should have a proper pay system so that the
employees are motivated to work in the organization. In order to boost his
engagement levels the employees should also be provided with certain benefits and

compensations.
Health and Safety - Research indicates that the engagement levels are low if the
employee does not feel secure while working. Therefore every organization should

adopt appropriate methods and systems for the health and safety of their employees.
Job Satisfaction - Only a satisfied employee can become an engaged employee.
Therefore it is very essential for an organization to see to it that the job given to the
employee matches his career goals which will make him enjoy his work and he would

ultimately be satisfied with his job.

Communication - The Company should follow the open door policy. There should be
both upward and downward communication with the use of appropriate
communication channels in the organization. If the employee is given a say in the
decision making and has the right to be heard by his superior than the engagement

levels are likely to be high.

Family Friendliness - A persons family life influences his wok life. When an
employee realizes that the organization is considering his familys benefits also, he
will have an emotional attachment with the organization which leads to engagement

27

Co-operation - If the entire organization works together by helping each other i.e. all
the employees as well as the supervisors co-ordinate well than the employees will be
engaged.

Measuring and Monitoring Engagement

Measuring the extent of engagement within an organization is usually achieved
through an employee survey. Results of the survey form the basis to identify the
organizations strengths and weaknesses so that the necessary corrective actions can be taken.
Identify the problem areas
Determine the exact areas, which lead to disengaged employees.
Taking action to improve employee engagement by acting upon the problem areas
Nothing is more discouraging to employees than to be asked for their feedback and
see no movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to employee feedback
and a definitive action plan will need to be put in place finally.
Employee Engagement is the synonym for employee communication. It is a positive
attitude held by the employees towards the organizational values. It is rapidly gaining
popularity, its use in the workplace impacts organizations in many ways. Employee
engagement emphasizes the importance of employee communication on the success of a
business. An organization should thus recognize employees, more than any other variable, as
powerful contributors to a company's competitive position. Therefore employee engagement
should be a continuous process of learning, improvement, measurement and action.

Objectives:

To understand the importance given by employees to their work & their satisfaction

level.
To understand if employees are aware about their work processes.
To understand whether training needs are identified effectively.
To identify the key strengths and action areas to enhance employees engagement.
To suggest measures for improvement.

Methodology:
The above objectives were achieved in five phases as follows:
28

Initial Sensing
Questionnaire Development
Data Collection
Data Analyses
Conclusions
Initial Sensing:
The objective here is to understand aspects that employees consider relevant in their
working with Bisleri International Pvt. Ltd.
Questionnaire Development:
The questionnaire comprised ninety two statements, each with a five-point scale of
strongly agree, agree, neither agree nor disagree, disagree and strongly disagree. The
statements were positively worded. The statements were spread across the following twelve
factors:

Role
Career Growth
Performance Management
Work Processes
Training
Compensation
Manager
Inter-departmental working
Image
Customer Service
Top Management
Future

29

Further, a few overall engagement questions were asked which would capture the employees
overall working experience of Bisleri International Pvt Ltd through direct and surrogate
questions. We had open end questions for each of the above factors.
Data Collection:
The questionnaire as discussed above was circulated among the employees by hosting
it on Kwick survey to enable employees to participate in the study electronically. A total of
203 employees participated in the study.
Data Analyses:
The data was analyzed to understand areas where employees are happy and areas
where they are unhappy. The data was analyzed to understand areas that employees consider
as significant to their working in Bisleri International Pvt Ltd, called the key drivers.

30

CHAPTER 3
ANALYSIS AND FINDINGS

31

Findings:
The findings are broadly organized in two sections. The first section discusses the overall
experience followed by the key drivers.

3.1

OVERALL ENGAGEMENT INDEX

Engagement Index
100%
90%

83%

82%
82%

87%
86%

80% 76%
70%

65%
65%

60%
50%
40%
30%
20%
10%
0%
Taking everything into consideration, I am happy with my work experience at Bisleri.
Positive %
2008

Positive %
2011

Based on the above findings, the overall engagement index for Bisleri International Pvt
Ltd is 77%
The overall engagement is high in Bisleri International Pvt Ltd but the scores for
recommendation likelihood are moderate. This is an indirect question to understand how
employees feel about the organization. Considering that the score is significantly lower than
the overall average implies that a large population not highly satisfied about their working in
Bisleri International Pvt. Ltd.

32

3.2 LOYALTY INDEX

How long do employees see themselves working in Bisleri International Pvt Ltd. The
following graph gives the responses

Loyalty Index
30%
26%

25%

25%
22%

21%

20%

20%

18%
16%

15%
12%
10%

12%
10%

9%

8%

5%

0%

< 1 Year

1 2 Years

2 3 Years

2008 % of employees

3 5 Years

> 5 Years

Retire

2011 % of employees

Loyalty-intent is low in Bisleri International Pvt. Ltd, with 39% of the employees saying
that they intend to leave Bisleri International Pvt. Ltd only after 5 years and 18% of the
employees saying that they will stay with the company until retirement.
This suggests that employees havent got into a comfort zone.
High Loyalty intent combined with low satisfaction suggests that satisfaction levels - might
not lead to attrition but can cause lower productivity.

33

3.3

DEMOGRAPHIC SEGMENTS

By Level: At Bisleri International Pvt. Ltd., 13% of employees are into Senior Management,
32% are into Middle Management and 55% are into Lower Management.

Employee Engagement Index :

By Level

Senior Management

13%
Middle Management

55%

Junior Management

32%

By Tenure: Bisleri International Pvt. Ltd., has 33% of employees working for less than a
year, 26% working since 1 to 3 years, 18% since 3 to 5 years and 23% of them for more than
5 years.

Employee Engagement Index :

By Tenure

< 1 Year

1 - 3 Y23%
ears

3 - 5 Years
33%

> 5 years

18%
26%

34

By Function: The preceding graphs outline the percentage of employees working in different
departments.

Employee Engagement Index :

By Function
Sales

Marketing

HR & IR

Accounts & Finance

Quality

1% 5%
7%
19%
53%
Maintenance

Production
7%
7%

Employee Engagement Index :

By Function
Customer Care

Purchase

18%

Logistics

IT

Stores

18%

6%
Facility & Admin

Shipping

12%

18%

6%
24%

35

By Unit: Out of 203 employees who took part in the survey 27% of them were from Corporate Office
and 73% from Mumbai Office.

Employee Engagement Index :

By Unit

27%

Corporate
Mumbai, ROM, Gujarat

73%

36

3.4

DRIVERS OF ENGAGEMENT
It is clear that the organization has a responsibility to lead engagement, and there are

several key areas the organization can address to encourage engagement among its
employees. However, there is no one size fits all model of engagement, and different
employees will place different emphases on the extent to which they value each of these
elements in return for going the extra mile.
Manager
Employees hold the following aspects together, titled as Manager. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011

At Bisleri, there is clear distinction between good performers and others.

At Bisleri, employees are well motivated to perform.

My units top management members communicate a clear sense of direction to the

organization.

I have freedom to express my opinions to the unit's top management.

My manager / supervisor invest time and effort in his subordinates development.

Top Management is open to taking feedback from employees for improvement.

Bisleri provides good career growth opportunity to its employees.

I receive recognition from my manager for good performance.

My manager at Bisleri cares for me as a person.

I am free to express my opinions to my manager.

My manager is available to me when I need help.

The average score for this driver is 73%.

37

Driver 1 : Manager

nager / supervisor invest time and effort in his subordinates development.

69%

I have freedom to express my opinions to the unit's top management.

66%

Positive %
ment members communicate a clear sense of direction to the organization.

63%

At Bisleri, employees are well motivated to perform.

61%

At Bisleri, there is clear distinction between good performers and others.

50%

59%
55%

60%

65%

70%

38

Driver 1 : Manager
My manager is available to me when I need help.

89%

I am free to express my opinions to my manager.

85%

My manager at Bisleri cares for me as a person.

84%

I receive recognition from my manager for good performance.

78%

Bisleri provides good career growth opportunity to its employees.

73%

Management is open to taking feedback from employees for improvement.

71%

0%

20% 40% 60% 80% 100%

Positive %

This driver has a moderate score. Employees feel managers care for them and are available
when they need help. Employees are free to express their opinions with their managers.
Issues specific to top management are coming together with manager as a factor which
suggests that employees cant see top management as a separate entity. Employees feel that
the unit top management does not care for them as a person though the manager does.
Employees want more of top management visibility. Top Management has to make
themselves more accessible to the employees.
Employees think that they are not motivated to perform. There is no distinction between good
performer and bad performer. Top management members do not communicate a clear sense
of direction to the organization. Bisleri needs to build a more performance oriented culture
where good performers are rewarded and recognized. The managers need to be trained on
giving recognition and growth to good performs, this will motivate employees to perform.
Manager being the first driver suggests that it is most important to the employees.
The scores are low for Facility & Admin, Maintenance, Purchase, Shipping and Stores.
39

When compared with the results of 2008, this driver has shown a 5% increase this year.

40

Inter department Interface

Employees hold the following aspects together, titled as Inter department Interface. The
statements are arranged in the ascending order of employee opinion score. In other words, the
first statement has the lowest score and the last statement has the higher score:
2011

There is good team integration between union and management.

There is no favoritism at Bisleri.
There is efficient team integration between different units.
There is efficient team integration between different departments in a unit.
Bisleri's present way of working will ensure significant business growth in the

coming years.
I receive adequate support from other departments to do my job well.
At Bisleri, employees trust each other.
My unit's present way of working will ensure significant business growth in the

coming years.
There is efficient work-related integration between the sales team and the

production team.
I can count on my colleagues within my department to help me during a workrelated crisis.

The average score for this driver is 61%.

41

Driver 2 : Inter department Interface

t way of working will ensure significant business growth in the coming years.

62%

There is efficient team integration between different departments in a unit.

52%

There is efficient team integration between different units.

47%

There is no favoritism at Bisleri.

44%

There is good team integration between union and management.

44%

0%

20%

40%

60%

80%

Positive %

Driver 2 : Inter department Interface

my colleagues within my department to help me during a work-related crisis.

85%

work-related integration between the sales team and the production team.

t way of working will ensure significant business growth in the coming years.

79%

72%

At Bisleri, employees trust each other.

62%

I receive adequate support from other departments to do my job well.

62%

0%

20% 40% 60% 80% 100%

Positive %

42

This driver has a low score. Employees are happy with the team work within the department /
unit but are unhappy with the coordination between different departments / units.
Team integration is good between sales and production, between different units, between
different departments in a unit and between union and management. There is lack of trust
amongst employees and employees feel there is favoritism.
Issues on business growth of the unit as well as the company are coming together with this
which suggests that as per employees interdepartmental coordination is related to the business
growth.
Being a second driver this is important to the employees. Synergy among departments is
increasingly vital for any organization to use their full resources hence it warrants immediate
attention.
Interdepartmental / unit coordination is more effective if there are compatible or cooperative
goals between departments / units. This can be achieved by leadership development
initiatives for managers to strengthen focus around the larger goal of the organization
Complement this with Mentoring by the top leadership to include Coaching & Appreciation.
Secondly, coordination can be improved if the departments / units are addressed and
rewarded on over-all performance measures embracing the activities of the several
departments.
There can be simplification & standardization of procedures between departments / units and
systemic communication channels. All this can be made a part of managers tasks & targets.
Programs to build cohesiveness amongst managers can also increase the interdepartmental
coordination to a great extent.
Employees in Accounts & Finance, Customer Care, and HR & IR are unhappy with the
interdepartmental interface.
When compared with the results of 2008, this driver has shown a 1% increase this year.

43

Training
Employees hold the following aspects together, titled as Training. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011

I have been provided adequate skill based training.

Training needs are identified effectively by the company.

There is continuous training of employees at Bisleri.

I have been adequately trained and developed to do well on my job.

The average score for this driver is 65%.

Driver 3 : Training
I have been adequately trained and developed to do well on my job.

70%

There is continuous training of employees at Bisleri.

66%

Training needs are identified effectively by the company.

I have been provided adequate skill based training.

55%

62%

60%
60%

65%

70%

75%

Positive %

This driver has a moderate score. Employees want more of skill based training and a
continuous training to enhance their skills.
Employees in Accounts & Finance, Production and Shipping are unhappy with training.
When compared with the results of 2008, this driver has shown a 6% increase this year.

44

Compensation
Employees hold the following aspects together, titled as Compensation. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011

My allowances compares well with other similar organizations.

My compensation and benefits compares well with other similar organizations.

The average score for this driver is 33%.

Driver 4 : Compensation

compensation and benefits compares well with other similar organizations.

37%

My allowances compares well with other similar organizations.

0%

28%

10%

20%

30%

40%

Positive %

This is a low score. Employees feel that their allowance, compensation and benefits compare
well with other similar organization.
The scores are never high for this factor. The industry average for compensation is around
40%. Hence Bisleri needs to do some work on Compensation. Bisleri can introduce a variable
pay plan which will make good performers earn a higher income and would also motivate
employees to perform better.
The scores for compensation are very low for IT, Logistics, and Sales.
When compared with the results of 2008, this driver has shown a 3% increase this year.
45

Work Process
Employees hold the following aspects together, titled as Work Process. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011

Bisleri has well laid-out procedures in all areas of its operation.

The operators are adequately trained to maintain their machines.

Bisleri maintains transparency in all its processes.

Work process is designed to ensure minimal wastage

The tools & equipment helps me complete my work efficiently.

The tools and equipment helps me deliver quality output.

My colleagues follow the policies and procedures of the company.

The average score for this driver is 62%

Driver 5 : Work Process

Work process is designed to ensure minimal wastage

61%

Bisleri maintains transparency in all its processes.

52%

The operators are adequately trained to maintain their machines.

52%

Bisleri has well laid-out procedures in all areas of its operation.

0%

49%

20%

40%

60%

80%

Positive %

46

Driver 5 : Work Process

My colleagues follow the policies and procedures of the company.

83%

The tools and equipment helps me deliver quality output.

72%

The tools & equipment helps me complete my work efficiently.

0%

63%

20% 40% 60% 80% 100%

Positive %

Operators need to be trained to maintain their machines. Bisleri needs to improve its work
process to ensure minimal wastage by having well laid down procedures in all its areas of
operation. Bisleri also needs to maintain transparency in all its processes.
Employees in Marketing, Production, Purchase, Quality, Sales and Stores are unhappy with
the work processes.
When compared with the results of 2008, this driver has shown a 2% decrease this year.

47

HR Processes
Employees hold the following aspects together, titled as HR Processes. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011

Bisleri has well laid down HR Procedures.

The present appraisal system is a reasonably accurate assessment of an

individual's performance.

I receive my allowances on time.

The average score for this driver is 67%.

Driver 6 : HR Processes
I receive my allowances on time.

ystem is a reasonably accurate assessment of an individual's performance.

Bisleri has well laid down HR Procedures.

0%

82%

61%

58%

20% 40% 60% 80% 100%

Positive %

The scores are moderate for this driver. Employees say that they receive their allowances on
time. Employees are unhappy with the performance management system which they say is
not an accurate assessment of employee performance and the HR procedures are not well laid
down.
When compared with the results of 2008, this driver has shown a 9% increase this year.

48

49

Role
Employees hold the following aspects together, titled as Role. The statements are arranged
in the ascending order of employee opinion score. In other words, the first statement has the
lowest score and the last statement has the higher score:
2011

Change in roles and responsibilities are systematic and planned.

At Bisleri, there is job security for performers.

The targets/objectives set for work are realistic and achievable.

I have clearly defined roles and responsibilities.

I have adequate authority to complete my work successfully.

I am provided with all the infrastructural support (Computer, email id, Xerox,
printer, phone etc.) required to perform my Job

Achievement of my goal objectives clearly supports achievement of my

Companys goals objectives.

The average score for this driver is 65%.

50

Driver 7 : Role

ectives clearly supports achievement of my Companys goals objectives.

86%

(Computer, email id, Xerox, printer, phone etc.) required to perform my Job

84%

I have adequate authority to complete my work successfully.

74%

I have clearly defined roles and responsibilities.

72%

The targets/objectives set for work are realistic and achievable.

52%

At Bisleri, there is job security for performers.

Change in roles and responsibilities are systematic and planned.

0%

48%

42%
20% 40% 60% 80% 100%

Positive %

This is a moderate score. Employees feel that achievement of their goals supports
achievement of companys goals. They are satisfied to some extent with the authority at
work, their roles and responsibilities.
Employees are unhappy with the change in roles and responsibilities which is not systematic
and planned.
Employees in Purchase and Quality are unhappy with aspects under role.
When compared with the results of 2008, this driver has shown a 2% decrease this year.

51

Image
Employees hold the following aspects together, titled as Image. The statements are arranged
in the ascending order of employee opinion score. In other words, the first statement has the
lowest score and the last statement has the higher score:
2011

Bisleri is considered the best brand among the customers in the packaged water
industry.

Driver 8 : Image

Positive %
ered the best brand among the customers in the packaged water industry.

0%

96%

50%

100%

150%

This is a very high score. Employees are very positive about the brand image of Bisleri.
When compared with the results of 2008, this driver has shown a 1% increase this year.

52

Corporate Top Management

Employees hold the following aspects together, titled as Corporate Top Management. The
statements are arranged in the ascending order of employee opinion score. In other words, the
first statement has the lowest score and the last statement has the higher score:
2011

There is efficient team integration between units and Corporate.

My corporate top management members genuinely care about employees.
Employee can communicate their opinions to the senior management.

The average score for this driver is 60%.

Driver 9 : Corporate top Management

Employee can communicate their opinions to the senior management.

69%

My corporate top management members genuinely care about employees.

60%

There is efficient team integration between units and Corporate.

0%

51%

20%

40%

60%

80%

Positive %

This is a low score. Employees feel they can communicate their opinions to corporate top
management but the corporate does not care for them and the there no team integration
between units and corporate.
When compared with the results of 2008, this driver has shown a 2% decrease this year.

53

Customer Service
Employees hold the following aspects together, titled as Customer Service. The statements
are arranged in the ascending order of employee opinion score. In other words, the first
statement has the lowest score and the last statement has the higher score:
2011

At Bisleri, there is an effort to ensure that customer complaints are not repeated.
The product range offered by Bisleri is very good.
My colleagues are committed to give high quality product to the customers.
Bisleri is well regarded by the customer for its product quality.

The average score for this driver is 79%.

Driver 10 : Customer Service

Bisleri is well regarded by the customer for its product quality.

92%

y colleagues are committed to give high quality product to Positive

the customers.
%

88%

The product range offered by Bisleri is very good.

87%

eri, there is an effort to ensure that customer complaints are not repeated.
0%

48%
20% 40% 60% 80% 100%

This is a high score. Employees are either very happy with the Customer Service or its just a
rub off of image. Probably employees are not aware of the realities with respect to customer
service but as the brand image is high they feel the customer service is very good. Bisleri
needs to make each and every employee aware of the actual scenario with respect to customer
service. Employees will improve the service only if they know their areas where
improvement is required.
Employees say that there is not enough efforts to ensure customer complaints are not
repeated. Bisleri can have a system to track and manage customer complaints.
When compared with the results of 2008, this driver has shown a 5% decrease this year.

54

3.5

OTHERS

Some of the questions which do not fall under any drivers were included in order to
determine the effectiveness of various developments in the organization.

Others
Bisleri provides adequate support to the units.

70%

At Bisleri, customer complaints are resolved quickly.

63%

A good number of our work activities are automated.

61%

At Bisleri, proper planning of work helps avoid unnecessary work pressure.

59%

ant to employees are communicated to all employees effectively by Bisleri.

57%

Bisleri has deployed the latest technologies in our work.

55%

Bisleri has a fair mechanism for handing out incentives and profit sharing.

0%

51%

20%

40%

60%

80%

Positive %

55

Others

Bisleri is better than other companies in the package drinking water sector.

93%

I feel proud to be associated with Bisleri.

93%

I am clearly aware of the Companys Vision & Mission.

92%

I have experienced good learning as part of my role.

I am aware of Bisleri's business performance.

88%

77%

Most employees have a clear understanding of customers needs.

74%

nits provide adequate support to the Corporate to help them in their work.

73%

0%

20% 40% 60% 80% 100%

Positive %

56

3.6

COMPARISON BETWEEN THE RATINGS OF 2008 AND 2011

Driver

Year 2008

Year 2011

Difference

Manager

68%

73%

5%

Inter department Interface

60%

61%

1%

Training

59%

65%

6%

Compensation

30%

33%

3%

Work Process

64%

62%

-2%

Comparison
80%
73%
70%

68%

60%

65%
60% 61%

64%

59%

62%

50%
Year 2008

40%
30%

30%

Year 2011

33%

20%
10%

W
or
k

Pr
oc
es

Tr
ai
ni
ng

M
an
ag
er

0%

Driver

Year 2008

Year 2011

Difference
57

HR Processes

58%

67%

9%

Role

67%

65%

-2%

Image

95%

96%

1%

Corporate Top Management

62%

60%

-2%

Customer Service

84%

79%

-5%

Comparison
120%

95% 96%

100%

84%
80%
67%
60%

67% 65%

79%

62% 60%

58%

Year 2008
Year 2011

40%

20%

er
S
Cu
st
om

To
p
Co
rp
or
at
e

er
vi
ce

en
t
M
an
ag
em

Im
ag
e

Ro
le

H
R

Pr
oc
es

se
s

0%

58

CHAPTER 4
CONCLUSIONS

59

Employee engagement satisfaction surveys determine the current level of employee

engagement. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating. Customizable employee surveys will provide with a
starting point towards the efforts to optimize employee engagement. The key to successful
employee satisfaction surveys is to pay close attention to the feedback from the staff. It is
important that employee engagement is not viewed as a onetime action. Employee
engagement should be a continuous process of measuring, analyzing, defining and
implementing.
Gray Areas:
Positive
Driver
Manager
Inter department

%
73%

Inference
Moderate Positive

Negative %
17%

Inference
Low Negative

Interface
Training

61%
65%

Low Positive
Moderate Positive

22%
20%

Low Negative
Low Negative
Moderate

Compensation
Work Process
HR Processes
Role
Image
Corporate Top

33%
62%
67%
65%
96%

Low Positive
Low Positive
Moderate Positive
Moderate Positive
High Positive

50%
18%
19%
20%
2%

Negative
Low Negative
Low Negative
Low Negative
Low Negative

Management
Customer Focus

60%
79%

Low Positive
High Positive

21%
13%

Low Negative
Low Negative

>75%
75%-65%
<65%

Key
High Positive
Moderate Positive
Low Positive

>75%
75%-65%
<65%

Key
High Negative
Moderate Negative
Low Negative

60

From the above table it can be stated that Inter department Interface, Compensation,
Work Process and Corporate Top Management are the Drivers that have obtained low
positive scores hence these are the areas of concern. Corporate Top Management was not
considered in the action plan and instead Training was included in the list of gray area, and
thus policies were to be formulated to improve the following four Drivers:

Inter department Interface

Compensation
Work Process
Training
Hence it can be concluded that raising and maintaining employee engagement lies in

the hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.
However, the real value in such a survey lies in the extent to which the results are used, mere
collection of information would bring about no difference in the condition of the
organization; instead it would create a feeling of discontent amoung the employees.
So the actual task begins after the survey i.e. working on improving the weak areas,
which would result in the creation of an enjoyable position for the employees to work in.

61

CHAPTER 5
RECOMMENDATIONS / ACTION PLAN

62

Recommendation:
On the basis of the analysis made four drivers were identified which showed the least
positive score out of the ten drivers tested.
Various policies / action plans were formulated for improving the gray areas.
Driver

Recommendations for Improvement

Inter department Interface

Employee Growth Policy, Performance Improvement Plan

Compensation

Salary Benchmarking Survey

Work Process

SOP Training, Induction Process

Training

Training Effectiveness Policy

Inter department Interface

Employee Growth Policy - This policy clearly establishes the Path an employee
needs to take, if he/she intends to grow within the organization. It also explains the
various prerequisites that are required to be fulfilled for a successful journey on the
Path. This policy has been prepared to provide employees with various challenging
opportunities for their own personal growth within the organization and also
establishes criteria which bring objectivity, measurability and uniformity in the
performance evaluation process across all levels. Employees are classified into three
paths namely Fast Track Path, Middling Path and Normal Path.

Performance Improvement Plan - Performance Improvement Plan is implemented

to help a low performer/potential to improve as well as attain the desired level of
performance and also to alien with the organizational objective. A measurable
Performance Improvement Plan helps the organization to improve the overall
performance index of organization.
o Approach :
Step 1: Identification of non-performer/potential through Assessment

Centers, BSC reviews and Performance Appraisal.

Step 2: Communication through office memo to the non performer /

potential to achieve BSC goals in specific time (1 to 3 mths).

Step 3: HODs and the Human Resources department monitor the
progress monthly.
63

Step 4: Evaluation of performance (If the employee achieves BSC

goals then will be retained in the organization or else necessary actions
will be taken on non performer such as termination of services,
demotion and change of role, department, location etc

Compensation

Salary Benchmarking Survey - Paying employees is a good business.

o Underpay - Employees will eventually look for a better offer.
o Overpay - Payroll budget and profitability will suffer.
Now what??
Companies look for Salary Benchmarking Survey.

Enclosure: Questionnaire Developed for Salary Benchmarking Survey.

Work Process
Standard Operating Procedures (SOP) Training - This training was an initiative
for employees to understand their roles and responsibilities along with team members
of their department. The following points should be discussed in the SOP training.
o Participants to brief on their routine work process.
o Explain the department structure.
o Role and Responsibilities of positions defined in the reporting structure.
o Departmental Flowcharts and Gap Analysis.
o Discussion on Authorization Matrix and Updation of Records.
o Learning and Feedback on training.
Enclosure: Feedback form for SOP Training.

Induction process - It is a process to provide a new employee with the information

he or she needs to function comfortably & effectively in the organization and help
them settle in the organization. It was extended from existing two day programme to a
six day programme. The layout for a six day induction is as follows:
o Day 1: Introduction
Verification of all relevant documents with originals.
A review of the firms history, founders, objectives, operations, and
products or services, as well as how the employees job contributes to

the organizations needs.

New joinees are required to fill in the form at the time of the induction
process going on.
Joining form.
Employment form.
Induction form.
64

Route visit form.

Policy manual.
General information about the daily work routine of the organization.
Introduces new joinees with
Co. policy, practice & tradition
Disciplinary regulations
Employee handbook
Layout of physical facilities
Explain & clarify Doubts of new employees regarding the
company.
A detailed presentation, perhaps in a brochure, of the organizations

policies, work rules and employee benefits like

Pay scale and pay days.
Vacation and holidays.
Insurance benefits.
Retirement programmes.
o Day 2: interdepartmental orientation.
General information about different department working in the

organization.
A review of different department, its objectives and operations and the
way it works by the HOD of different dept. In absence of HOD, the
concerned person in the department (may be the managers) who knows

the entire process of its department shall explain the new joinees.
Taking the feedback of the new joinees regarding the different
departments for which the induction was given so as to understand
whether the new joinee is familiar with the departments and itz

process.
o Day 3: Induction to the plant visit.
Must for all the new joinees, be the employee from any department.
Overview of production process
Explaining the manufacturing process of the plant as it is must to
understand the plant process for which youre working.
New employee should know the quality measures taken in production.
Explain & clarify Doubts of new employees regarding the plant tour.
Taking the feedback of the new joinees regarding the plant tour.
o Day 4: Route riding.
Must for all the new joinees, be the employee from any department.
The new joinee understands the flow of distribution of the particular
product in the market.

65

It is important to all the joinees so that they understand the buying

behavior of the retailers for whom they would be working and also to

understand communication between retailers and salesmen.

This would also help the new joinee to understand the visibility of the

brand?
Take the Feedback of day 4 from the new joinee.
o Day 5 and day 6: Orientation within department
View of the department, itz objectives, operations, as well as how the
employees job contributes to the department needs in turn fulfilling

the organizational goals.

Introduces new joinees with their
Job duties and responsibilities
o Overview of the job.
o Job tasks
o Job safety requirements
o Job objectives
Superiors and Sub-ordinates.
Explain and clarify doubts of new employees regarding the company

and jobs.
Asking the new joinees to understand the flow and all the job

responsibilities by reading different presentations done by the previous

employees.
Feedback from the employee regarding the induction.

Enclosure: Feedback form for Induction - Open House Feedback Form conducted after three
months of joining.
Training

Training Effectiveness Policy - The process of examining a training program is

called training evaluation. Training evaluation checks whether training has had the
desired effect. Training evaluation ensures that whether candidates are able to
implement their learning in their respective workplaces, or to the regular work
routines. This policy will guide the process of training effectiveness evaluation for all
formal training carried out in the organization. The evaluation will help us to establish
whether the efforts and investment made towards the training activities has been
effective in contributing towards our organizational objectives.

Enclosure: Feedback form for Training & Training Effectiveness Evaluation Form - for
Supervisor.
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