Professional Documents
Culture Documents
PROJECT REPORT ON
2010-11
PROJECT GUIDE
PROF.PRERNA SHARMA
SUBMITTED BY:
ANTHONY JOHNSON
SPECIALISATION IN
GENERAL CATEGORY
NEW PANVEL
1
MAHATAMA EDUCATION SOCIETY’S
NEW PANVEL
CERTIFICATE
This is to certify that the work entered in this journal is the work
of MASTER ANTHONY JOHNSON OF CLASS T.Y.BMS; I
have successfully completed a project report on THE STUDY
ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY
_____________ __________
2
___________
DECLARATION
__________
Signature
3
INDEX
EXECUTIVE SUMMARY
4
Chapter HUMAN RESOURCE 45
6 DEPARTMENT
Chapter CONCLUSION 83
7
Chapter GLOSSARY 84
8
Chapter APPENDICES 85
10
Bibliography
10.1
Wibliography
10.2
Chapter 86
ANNEXURE
11
Questions
11.1
News paper article
11.2
5
ACKNOWLEDGEMENT:
6
EXECUTIVE SUMMARY
Although windmills have been used for more than a dozen centuries for
grinding grain and pumping water, interest in large scale electric power generation
has developed over the past 50 year. A largest wind generator built in recent times
was the 800 kW unit operated in France from 1958-1960. The flexible 3 blades
propeller was about 35 m in diameter and produced the rated power in a 60 km/hour
wind with a rotation speed of 47 rpm. The maximum power developed was 12 MW.
In India the interest in the windmills was shown in the last fifties and early
sixties. Apart from importing a few from outside, new designs were also developed,
but it was not sustained. It is only in the last few years that development work is going
on in many institutions. An important reason for this lack of interest in wind energy
must be that winds, in India are relatively low and vary appreciably with the seasons.
Data quoted by some scientists that for India wind speed value lies between 5 km/hr
to 15-20 km/hr. these low and seasonal winds imply a high cost of exploitation of
wind energy. Calculation based on the performance of typical windmill have indicated
that a unit of energy derived from a windmill will be at least several times more
expensive than energy derivable from electric distribution lines at the standard rates,
provide such electrical energy is at all available at the windmill site.
Suzlon Energy Limited traces its roots back to 1995, when the company took its first
step on the renewable energy stage with its incorporation. Suzlon began its journey to the
forefront of the wind energy industry with a small but significant project to supply wind
energy wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In little
over a decade, Suzlon has grown to rank as the world’s 5th leading and Asia’s leading
manufacturer of wind turbines, with over 2,000 MW of wind turbine capacity supplied in
India and across the world. The company registered revenues of USD 867 million, and a net
worth of USD 671 million, CFD FD 2006, with a current order book exceeding USD 1.7
billion
7
CHAPTER 1
OBJECTIVE
8
RESARCH METODOLOGY:
9
RESEARCH METHODOLOGY:
The main characteristics of this method are that the researcher has no control over the
variables , he can only report what has happened or what is happening.
PRIMARY DATA:
Primary research means marketers collect research data by examining the methods
used for collecting primary data. When marketers conduct research to collect original
data for their own needs it is called as primary research.
Example: data collected through questionnaire survey, brain storming, opinion poll,
discussion etc. Primary data includes;
1) Personnel interview:
Personnel interview means here the manager or top member are taken
interview to collect the data of the organization.
2) Questionnaire:
3) Observation:
10
SECONDARY DATA:
It is next to primary data. This data is already collected and complied for
some other purpose by someone else other than the researcher himself. Such data may
be in the form of statistical statements, company reports, company records, bulletins,
tables etc. It is available easily, quickly and economically.
1) Newspaper:
The data is collected from newspapers like economic times, business news etc.
2) Magazines:
The company magazines are referred for getting more information about the
company
3) Journals:
Previous record and journals are used for collecting secondary data.
11
CHAPTER 2
Wind result from air in motion. Air in motion arises from a pressure
gradient. On a global basis one primary forcing function causing surface winds
from the poles towards the equator is convective circulation. Solar radiation heats
the air near the equator, and this low density heated air is buoyed up. At the
surface it is displaced by cooler more dense higher pressure air flowing from back
poles, In the upper atmosphere near the equator the air thus tend to flow back
toward the poles and away from the equator. The net result is a global convective
circulation with surface winds from north to south in the northern hemisphere.
It is clear from the above over simplified model that the wind is
basically caused by the solar energy irradiating the earth. This is why utilization is
considered a part of solar technology.
Then there is the obvious fact of land water with their unequal solar absorption
and thermal time constants. During day light the land heats up rapidly compared
12
to nearby sea or water bodies, and there tends to be a surface wind flow from
water to the land. At night the wild reverses, because the land surface cools faster
than the water.
It has been estimated that 2 per cent of all solar radiation on the face of
the earth is converted to kinetic energy in the atmosphere and that 30 per cent of
this kinetic energy occurs in the lowest 1000 m of elevation. It is thus said total
kinetic energy of wild in this lowest kilometer, if harnessed, can satisfy several
times the energy demand of country. It is also claimed that wind power is
pollution free and that its source of energy is free. Such are the seemingly
compelling arguments for wind power, not unlike those for solar power. Although
solar energy is cyclic and predictable, and even dependable in some parts of the
globe, wind energy, however, is erratic, unsteady, and often not reliable, except in
very few areas. It does however, have a place in the total energy picture,
particularly for those areas with more, or less steady winds, especially those that
are far removed from central power grids, and for small, remote domestic and
farm needs.
13
an aero generator. A step up transmission is usually required to much the
relatively slow speed of the wind rotor to the higher speed of an electric generator.
Although windmills have been used for more than a dozen centuries
for grinding grain and pumping water, interest in large scale electric power
generation has developed over the past 50 years. A largest wind generator built in
recent times was the 800kWe unit operated in France from 1858-1860. The
flexible 3 blades propeller was about 35 m in diameter and produced the rated
power in a 60 km/hour wind with a rotation speed of 47 rpm. The maximum
power developed was 12MWe.
In India the nearest in the windmills was shown in the last early sixties. Apart
from importing a few from outside, new designs were also developed, but it was
not sustained. It is only in the last few years that development work is going on in
many institutions. An important reason for this lack of interest in wind energy
must be that wind, in India are relatively low and vary appreciably with the
seasons. Data quoted by some scientist that for India wind speed value lies
between 5 km/hr to 15-20km/hr. These low and seasonal winds imply a high cost
of exploitation of wind energy. Calculation based on the performance of a typical
windmill have indicated that a unit of energy derived from a windmill will be at
least several times more expensive than energy derivable from electric lines at the
standard rates, provided such electrical energy is at all available at the windmill
site.
14
The above argument is not fully applicable in rural areas for several reasons.
First electric power is not and will not be available in many such areas due to the
high cost of generation and distribution to small dispersed users. Secondly there is
possibility of reducing the cost of the windmill by suitable design. Lastly, on
small scales, the total first cost for serving a felt need and low maintenance cost
are more important than the unit cost of energy.
Wind energy offers another source for pumping as well as electric power
generation. India has potential of over 20,000 MW for power generation and ranks
as one of the promising countries for tapping this source. The cost of power
generation from wind farm has now become lower than diesel power and
comparable to thermal power in several areas of our country especially near the
coasts. Under demonstration programme271 wind pumps have been installed up
to February 1989. Sixty small wind battery chargers of capacities 300 watts to 4
kW are under installation. Likewise to stand-alone wind electric generation of 10
to 25 kW are under installation.
15
greater than close to the surface. At a height of 60 m they may be 30-60% higher
because of the reduction in drag effect of the earth’s surface.
16
Wind Energy Conversion
Traditional windmill were used extensively in the middle Ages to mill grain
and lift water for land drainage watering cattle. Wind energy converters are still
used for these purposes today in some parts of the world, but the main focus of
attention now lies with their use to generate electricity. There is also growing
interest in generating heat from the wind for space and water heating and for
glass-houses but the potential market is much smaller than for electricity
generation.
The term “wind mill” is still widely used to describe wind energy conversion
system, however it is hardly an opt. description any more. Modern wind energy
conversion system are more correctly referred to as ‘WECS’, aero generators’,
‘wind turbine generators’, or simply ‘wind turbines’.
The fact that the wind is variable and intermittent source of energy is
immaterial for some applications such as pumping water for land drainage
provided, of course, that there is a broad match between the energy supplied over
any critical period and the energy required. If the wind blows, the job gets done; if
it does not, the job waits.
However, for many of the uses to which electricity is put, the interruption of
supply may be highly inconvenient. Operators or users of wind turbines must
ensure that there is some form of back-up to over periods when there is
insufficient (or too much) wind available. For small producers, back-up can take
the form of:
Battery storage;
17
Connection with the local electricity distribution system; or
CHAPTER 3
ABOUT SUZLON
ABOUT YOU
SYNERGY!!
18
The Name-SUZLON
SUZ- Vision of Intellectuals
LON- Financial Support
This means Vision of intellectuals combined with financial resources to transform an
idea into reality.
Mission of Suzlon
Moved to towards the state where being a socially and environmentally responsible
citizen is integrated within all our day to day to day business processes.
Establish a truly Indian company producing Windmills with Technology suitable for
India and to manufacture and market in our own brand name.
Mission
Minimum 20% Net Margin
Minimum 50% Asian market share
Minimum 60% Indian market share
Minimum 25% Global market share
Minimum 40% Growth
Vision of Suzlon
Suzlon is today a major force in the global wind industry, from human beginnings in
1995, to ranking 5th worldwide, with 7.7% of the global market share in just over a
decade. Already among the top five, Suzlon’s vision is to be a technology leader, to
be among top 3 wind energy companies in the world by leveraging technological
leadership and commercial acumen to exceed customer expectation and most
19
respectable brand which grows fast & is the most profitable company employing the
best team in the sector.
Vision Statement
To be the technology leader in the wind energy industry.
To be among the top 3 wind energy companies in the world.
To be the most respected brand and preferred company for all stakeholders
To be the best team and best workplace.
To be the fast growing and most profitable company in the sector.
Suzlon Energy Limited traces its roots back to 1995, when the company took
its first step on renewable energy stage with its incorporation. Suzlon began journey
to the forefront of the wild energy industry with a small but significant project to
supply wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In
little over a decade, Suzlon has grown to rank as the world’s 5 th leading and India’s
and Asia’s leading manufacturer of wild turbine, with over 2000 MW of wind turbine
capacity supplied in India and across the world of USD 675 million, CFS FY 2006,
with current order book exceeding USD 1.7 billion.
20
End-to End Solution –
Suzlon has developed an expertise in the full gamut of wind project planning
and execution, including wind resources mapping, site selection, technical planning
and execution of wind power project. Associate companies acquire sites indentified as
suitable for wind energy projects, and then undertake the technical implementation of
wind farm including infrastructure development, installation of WTGs and connection
of power grids.
21
Wind farms-
Suzlon has developed and impletion several large-scale wind farms throughout
India the ‘integrated solution’ approach. The principal advantage of this approach is
the economy of scale: the larger the wind farm and more the number of WTGs- the
lower the infrastructure cost per-wind turbine. Similarly, larger project have lower
operation and maintenance costs per kWh due to the efficiency obtained in managing
a larger wind farm. Among Suzlon’s many large project are:
22
China, Italy, Portugal and South Korea making for a significant Suzlon presence on
all major wind energy continents.
Suzlon has driven a focused a research and development strategy over the
years, developing a comprehensive range of wind turbine generators customized to
meet the divers need of global customers, designing products that will deliver in
variable and something extreme environmental conditions wind turbines operation in.
The company’s sophisticated in- house design and technology capabilities have led to
the development of the highly successful Multi-Megawatt series of wind turbines.
Suzlon’s product range consist of wild turbine in capacities ranging from 350 kW to
2.10 MW, and the company is
among the first in Asia to manufacture WTGs of MW and above capacity range.
In its research and development effort, Suzlon has leveraged the best of all worlds:
harnessing Europe’s long-standing leadership in wild power arena and India’s IT
expertise. Suzlon drives its R&D effort out of centers in Belgium, India, Germany and
23
Netherlands. The program has been driven with a clear goal of lowering the end-cost
of power from the wind; with the intent of further expanding the market and helping
power the world’s growth with clean, sustainable power.
New Products-
Suzlon aims to drive global market share growth through expanding its
product line with models customized to meet customer need as well as specific wild
regimes, as seen in the new S52 600 kW and S82 1.5 MW wind turbine models. In
addition to this, Suzlon aims to improve the cost efficiency of generating power from
wind through technology enhancements, and optimizing locations and sitting, to the
end result of maximizing power generation while driving down the cost of power
generated from the wind.
Technology Integration-
24
Global Reach-
25
Quality-
In line with the company’s goals to maintain world class standards across all function,
Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.
This initiative has established integrated information to have a 360-degree view of the
business, and to the firm to think, plan and act in a collaborative fashion.
Corporate Philosophy
At Suzlon, innovation is intrinsic. It is what drives us. It is our mantra, our stimulus
for growth, quite simply, we are because we innovate. Innovation at Suzlon is not
merely to product innovation. To be innovative is to:
26
Be creative enough to live with changes that time brings.
COMPANY INFORMATION
Board of directors
Corporate Office
27
ONE EARTH,
Pune-411 001
Branch Offices
Bangalore
Chennai
Coimbatore
Hyderabad
Lucknow
Indore
Jaipur
Kolkata
Mumbai
Madurai
New Delhi
Rajkot
Surat
Tiruvananthapuram
Vadodara
The windmill is completed by assembling following parts.
Tower
Rotor Blade
Nacelle Cover
Nose-Cone
28
RBU Unit production activities are started when incoming materials in the
plant. Two type of incoming materials are there Imported material comes from abroad
and another is Indian material. There are also come row material and Consumable
Material.
When incoming material are coming in the plant first step is all materials are
inspected by Quality Control Department, their predefined standards are match with
incoming material and QC Passed stamp is put in the document of incoming material
then store department is accept material in the store-room.
Generally the contract workers are not taken into consideration for the
production and operation purposes. They are only meat for housekeeping and
other activities.
29
Also these kinds of contracts are given to the contract agencies. They work
under the supervisor assigned by the particular agencies. Like Housekeeping
Securities etc.
Grade No Of employees
M-0 46
M-1 166
M-2 10
M-3 14
M-4 6
M-5 4
M-6 4
S-1 1
30
Total 251
31
History of Suzlon
Suzlon has completed 25 years journey from farming to wind farming. The seed of
Suzlon was sown in the year 1978. Tulsi Tanti, a visionary, an entrepreneur, a leader,
a motivator completed his graduation in the year 1978.
• Cold storage
• Ice factory
• Saree Painting
• Construction
• Stock Market
The Suzlon story being in 1995 with just 20 people; and in a little over a
decade has become an epic. A company of over 13000 people, operations across the
America, Asia, Australia and Europe, fully integrated manufacturing unit on three
continents, sophisticated R&D capabilities and market leadership in Asia, ranked 5th
in terms of global market share.
The seeds of the idea that became Suzlon were sown by Mr. Tanti’s venture
into the textile industry just as began in its booming years.
Faced with soaring power costs, and with infrequent availabilities of power
hitting his business hard – Mr. Tanti looked to wind energy as an alternative. His first
brush with wind energy was as a customer, having secured two small- capacity wind
turbine generators to power his textile business. Many regarded this venture as
foolhardy, with the capital expenditure for the wind turbines exceeding his textile
business itself! But he had his sights on more than the immediate, having already seen
32
the potential of wild power and global opportunities in the field. Moving quickly, he
set forth to acquire the basic technology and expertise to set up Suzlon Energy
Limited. – India’s first home- grown wild technology company.
The company registered revenues of INR 12 Crore in the first year, and has
since achieved consistent growth, registering revenue of USD 1,405 in FY2008- just a
decade after inception. The company went public with a highly successful IPO in
September 2005. The issue was oversubscribed over 46 times, and led Suzlon to rank
amongst the Top- 25 Indian corporations in terms of market- capital.
Today Suzlon is being ranked the 5th leading wind power equipment
manufacturer with a global market share of 7.7%. The company seized market
leadership in India over 2,000 MW of wind turbine capacity in country.
The company adopted innovation at the very core of its thinking and ethos.
This approach has resulted in several firsts’ starting with a revolutionary ‘End – to –
End solution package’, creating demand through providing customers with
comprehensive solution starting from creating demand though project and
infrastructure development, and converting windy sites into kilowatt-hours profitable
business ventures for Suzlon’s customers.
Suzlon combined this with another visionary step – full backward integration
of the supply chain. Suzlon by this approach has developed comprehensive
manufacturing capabilities for all critical components in our wind turbines – bringing
into play economies of scale, quality control, and assurance of supplies in an
increasingly supply restricted market.
Suzlon’s R&D strategy brings emphasizes the need to lower the cost per-
kilowatt- hour, in order to create ever more competitive technology and products.
33
Making technology development a central objective, Suzlon has leveraged the
Europe’s leadership, talent and experience in wild energy technology, setting up R&D
center in the Netherland and Germany. Combined with a strong engineering backbone
in India, the approach brings together the expertise of different centers of excellence
to build ‘best’ of all worlds’ product.
Looking for growth not just in India, but the world, Suzlon looked past
traditional markets for wind energy, and entered new and emerging high- growth
markets. This step has success in the rapid global expansion of Suzlon’s business with
orders from Australia, Brazil, China, Italy, Portugal, Turkey and the U.S.A.
We have set forth to fulfill the vision of company as global as the wind.
Starting as unknown player in a nascent industry in India, Suzlon grew to become the
leading player on India wind power stage, and from there has grown to rank among
the Top- 5 wind turbine manufacturers in the world. As Suzlon takes ever larger
strides on the international stage, we have set forth a renewed Vision to rank among
the market leader in markets of Asia, Europe and the United States.
34
MILESTONE OF SUZLON
35
Standardization (ISO) and the International Electrotechnical
Commission (IEC).
ORGANIZATION CHART
ORGANIZATIONAL CHART OF SUZLON ENERGY LTD
ROTOR BLADE UNIT (RBU) MUMBAI
VP GM
PRODUCTION COMMERC
HR/ADMIN DISPATCH STORES PPC
IAL
PRODUCTI
ADMIN LOGISTI STORES Sr.
ONMANAG HR EXE
EXE C EXECUTIVE Engineer
ER
OFFICER
ASST ENGINEE
MANAGER OFFICER
TECHNICI R
AN
TECH &
FORKLIFT
SR. OPERATOR
SR. ENG
ENG
PURCHASE ACC
ENG ENG MANAGER MANAGER
PURCH PURCH
SUP/TL SUP/TL
SR SE SE
ENG ACOUN ACOUN
T T
TECH TECH
36
Awards & Contribution
Credentials & Accolades
37
Supplier, Clients & Competitors
The wind mills assembly consist of many parts like Rotor Blades, Nasal Cover
[in which the WTG(Wind Turbine Generator), Gearbox, Shaft Assembly,
Cooling System, Yoh Systems, Pitching System Assembly etc are fitted] Nose
Cone, and Tower.
So that Rotor Blade is the part of the windmills. And are not sold directly to
the customer so RBUs are the internal suppliers
The demand of these blade sets depend upon the orders for the installation.
At RBU Mumbai three production lines are there. Two lines of AE-32 and
One of AE-26.
Total production capacity of plant is 192sets. One set contain three Rotor
Blades. And one defined set is fixed on one Wind mill.
38
economies of scale, and eliminates the need for customer innovation in the complex
process of wind farm Development.
Suzlon’s order book position is a reflection of its strong market position and
consistency in delivering to their customers. The order book stands at around USD
4,335 million. Suzlon domestic order book position is for a capacity of 441 MW and
international orders for 3,726 MW.
Suzlon’s has driven a focused effort to make wind turbine more reliable,
consistently delivering availability rates to customers, beating global standard higher
than 95% on an average.
Suzlon has set new standards with record breaking contracts that have been
signed with top wind companies around the world. Majority of the orders have been
signed with top wind energy companies in the state.
Suzlon has successfully entered the Chinese Market, which is one of the
world’s fastest growing economies, with five important contracts with a total of
233.75 MW, of which 12 MW are installation and 221 MW are planned installations
in 2007. A contract with Australian Gas & Light marked Suzlon’s entrance into the
Australian Market.
39
Suzlon has also entered into the emerging wind energy in Europe with orders
from Maestrale Green Energy, in Italy and TECNEIRA- Technologies Energetic, SA,
in Portugal and has made a breakthrough into the Turkish wind energy market, with
an order for 31.5 MW of wild turbine capacity with Ayen Energy Co. Inc. The order
will be supplied through 15 units of Suzlon’s S88-2.1 MW wind turbines.
Another key high-growth wind energy market Suzlon has entered into is
Brazil though a contract signed with –SIIF Energies do Brazil Ltd. The project is
poised to double Brazil’s current installed capacity of 200 MW.
Suzlon has adopted an innovative approach to its value chain, enabling the
company to deliver customized solution to a variety of needs across the world. Suzlon
has developed a fully integrated value chain with control over all critical components-
gearbox and generator technology, to tower, rotor blades and in the end complete
wind turbine. This visionary approach has allowing the company to respond more
flexibly to market dynamics, and provide tailor made solution to each individual
customer’s needs.
• Suzlon has market leadership in Asia and is ranked 3rd in the term of Global
market share.
• In domestic market the major competitors are Enercon, NEG Micon, Vestas,
NEPC, GAMESA etc.
• And in Global market the competitors are Vestas (DK), GE Wind (United
States), Enercon (Germany), Gamesa (ES) , siemens (DK), Nodex (Germany),
Ecotecnia (ES), Mitsubishi (Japan).
40
CHAPTER 4
41
provides jobs and other sources of income. Best of all, wind powers the economy
without causing pollution, generating hazardous wastes or depleting natural
resources-it has no 'hidden costs.' Finally, wind energy depends on a free fuel
source-the wind-and so it is relatively immune to inflation.
42
CHAPTER 5
INTERPRETATION OF DATA
SWOT ANALYSIS
STRENGTHS
Access roads,
EPC project
Wind resource Power evacuation WTG & com-
Execution
Assessment & grid Ponents
Installation
& Interconnection Design,
Comissioning
Land & Development
Power lines
43
WEAKNESS
OPPORTUNITY:
• Global warming awareness has created sense of responsibility towards saving
the environment among world corporate and public. Which is major factor for
growth of companies like SUZLON
• Government policies towards non-conventional energy make companies
product more affordable and viable as far as Return on investments are
concerned
THREATS:
• The demand for wind power projects is primarily dependent on the
demand for electricity
• The viability of wind power projects is dependent on the price at which
they can sell electricity
• The viability of wind power, and wind power projects is dependent on
wind patterns.
44
• Wind power cannot be considered as base load source of electricity
• The decrease in or elimination of government initiatives and incentives.
CHAPTER 6
Introduction to HRM
‘SUZLON’ consider its human resources as the greatest assets. It invests time
and money to develop its employees through various HRD mechanisms. Regular in-
house training programs sponsorship to outside training institution, brainstorming,
problem solving workshops etc. are conducted for employees at all level.
(1) To ensure satisfaction to the workers so that they are freely ready to work.
45
Realizing that employees are its greatest assets, SUZLON from its very
inception has been striving to build up a sound & transparent organizational culture to
inclusive to sense of belonging among its employees.
• Performance Appraisal
46
Objectives of HRD at SUZLON:-
47
Organization Structure
VP GM
H.R.ADMIN
HR ADMIN
Executiv
Executiv
e
e
H R PLANNING
Giving
Recruiting
them targets
the personal
and furnishing
at a particular
timely reporting
post as per
to the
measure
the standards Qualification
against
48actual achievement
Recruitment sources
D) Internal reference
The applications are scrutinized adequate number of candidates is called for interview of
selection. Selection committee, framed by the management, conducts the interview of
selection, fused on competence level required Selected candidates are appointed after
approval of the managing partner concerned sometimes a candidate is appointed by HOD in
consultation with managing direction in case of urgent requirement.
49
SUZLON recruits in a different way as under like- training and development,
vocational training, apprenticeship, interview, by reference, based on experience etc.
General
Recruitment from outside agencies shall be made when; in the opinion of the
management suitable persons are not available within organization. Recruitment from
outside may also be done in case of addition requirement of manpower, due to
expansion of the organization.
50
1) Source of Recruitment:
This factor like Recruitment Policy of the organization. The policy is to prefer internal
sourcing, as own employees know the company well and can recommend candidates
who fit the organization’s culture.
51
External Sources of Recruitment:
1. Open Advertisement
2. Employment Exchange
3. Campus Interview
52
Recruitment Flow Chart
Vacancy
Identify
through ref
chart
JD is taken
from
Responded
Sourcing of C
V’s
Shortlist by H
R
Shorting of
technical head
Interview call
Reference
Check
Medical check
Offer letter
53
Selection Method
The company has adopted three types method of selecting the essential
workers in the organization. One of them is to call the candidate for personal
interview secondly is cal to check the reference and then after final selection
(3) Final selection: At the end of all the steps mentioned above, the last step
is taken which is known as final selection. The candidate who successfully
passed the above all the stages is become able to get final selection.
54
Placement & Induction
Purpose of Induction
Induction in Suzlon
Company also has Induction Program to promote new comers. In unit the candidate
is given information on which he has to work & perform his duty. Company has give
information to employee about
55
• Training & Promotion Policy
• Benefits & Services to Employees
The HR department having a calendar of training and development which showing the
schedule of giving training, HR department gives various types of HR as well as
technical training to their workers and new recruiters.
Training Menus: this menu showing that all the new recruiters require some
fixed training which are already in training menu
The trainees have to filled a form of feedback and evaluation form as well as
suggestion form and submit it to HR manager.
Seminars
Induction Lectures
Programme Workshops
(3Days)
Presentation
Job instruction
56 Physical visit
Performance Appraisal Policy
Del Yoder
57
Use of Appraisal System
Every employee wants to know how he is performing on the job and what his
superiors feel about his performance. Performance appraisal plays a very important
role to meet this requirement of the employee through feed-back system.
The system helps considering employees suitability for different types of assignments,
transfer and placement. Appraisals Report written objectively can reduce grievances
and develop better relationship.
Keeping in view its various uses in relation to the development needs of the
employees, the Appraisal System of SUZLON is being revised and developed from
time to time. The main features of the existing system are as under:
58
Performance Appraisal Activities
Sr.No Activity
1 Key in Goals/KRAS in web –based system
3 Finalization by Reviewer
8 Approval of Board
9 Audit
10 Release of Letter
59
Performance Appraisal Process
60
‘A’ Rating: Excellent Performance
• Adopts the most creative, least expensive and low time duration path.
• Such an employee is an asset not only to his immediate function but also to whole
Company.
• The employee has achieved performance levels, which are over and above the levels
expected.
• Has demonstrated initiatives and gone beyond the call of duty to fulfill
responsibilities.
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• Has shown necessary initiatives whilst discharging the responsibilities.
• Did not make any efforts to achieve goals and objectives of the department.
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Wage & Salary Administration refers to the establishment and implementation
of sound policies and practices of employee compensation. Generally, the
remuneration paid to the workers known as wage while the payment made to office
staff known as salary.
Wage is the remuneration paid for service of labour in production, skilled and
unskilled person or employer, worker technicians. Salary refers to the monthly paid to
clerical administrative and professional employees.
1) For Employees:
2) For Employer:
JOB EVALUATION
Job evaluation is the process of analyzing and assessing the various jobs
systematically to ascertain their relative worth in an organization. Jobs are evaluated
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on the basis of their content and are placed in order of their important. It should be
noted that in a job evaluation programme the jobs are ranked and not the job holders.
It is not compulsory.
(1) Promotion
(2) Transfer
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Welfare Policy, Role of HRD
Welfare Policy
The profitability and productivity of any organization depends upon the industrial relation,
who means the extent of relation between administers and employees of the unit.
The management of SUZLON Ind. wishes to inside employee to his organization and also
they provide many benefits to the employees which are as under.
SUZLON Ind. Possesses good industrial relations. All the employees are quite satisfied with
wage rate and other facilities offered by the organization. The unit provides the beneficial
activities to each of the employees and his family member as mentioned.
A. Medical Facilities:
SUZLON Ind. has Tie up with one private hospital and when any employee is sick
and injured, goes to hospital and gets the necessary treatment.
In case of accident, the company pays the full expenditure, incurred for the treatment
of workers. The accident was occurred within the organization, while performing duty
then the workers will get salary too for the days of rest advised by the doctors.
B. canteens Facility:
Canteens facility is provided to all employee and office staff people.
Two time tea provided for all the worker per day.
C. Other Facility:
Holidays facility
Provident Fund
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D. Personal Accident Benefit:
Health Insurance Benefit
Loan Facility
• Loans:
Short Term Loan
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• This loan is given only to confirmed employees who have put in a
minimum of 1 year of service in the company. It is restricted to 3
monthly gross CTC’s with an upper limit of Rs.50,000/- and is
recovered in 12 monthly installments
Long Term Loan:
• This loan is given to confirmed employees who have put in a minimum
of 2 years of service. There should be a minimum gap of one year
period between repayment of earlier loan and sanction of new loan.
The loan can be for a maximum of 6 gross monthly CTC’s and is
recovered in 24 monthly installments. The loan is disbursed subject to
the signing of documents by the guarantors.
Leaves
• All confirmed employees will be entitled to 26 days earned leave on
completion of one year of continuous service in the company. During
probation period employees get leave at a rate of one leave per month.
However, it gets converted to the rate of 2.167 per month on
confirmation from the date of joining itself. Trainees are entitled for
only 12 days of leave per year during their training
• For the purpose of calculating leave accounts, 'leave year' shall mean
the calendar year commencing on first day of January and ending on
31st of December
Holidays
• The company will observe 13 fixed holidays, out of which 9 holidays
are common to all offices / sites. Additionally, 4 holidays are decided
as per state requirement.
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• Maternity Leave – 12 weeks
• Paternity Leave - 2 days
• Leave without Pay – At management’s discretion.
Leave Encashment
• All permanent employees will be allowed to en-cash the Earned Leave
subject to Income Tax Rules and subject to the following conditions
• Up to senior Manager- 180 days
• AGM and above 240 days.
Transfer:
• Employees who are transferred from one location to other location due
to requirement of the company for a period of more than 6 months are
entitled for a reimbursement of the traveling and shifting expenses of
self and dependant family. If the transfer from one location to other
location is for a period shorter than 6 months then such employees will
be covered under Domestic Travel Policy Rules & Regulations.
Provident Fund:
• Subject to the provisions of Income Tax Act 1962 and Provident Funds
and Miscellaneous Provisions Act 1952, all the employees joining
against permanent vacancy; all the probationers joining to fill
permanent posts and having Basic Salary upto Rs.6,500/- per month
shall become entitled to benefits of Provident Fund immediately from
their date of joining
• The employee contributes 12% of basic salary and equivalent is
contributed by the company.
Gratuity:
• Subject to the provisions of the Gratuity Act 1972, every confirmed
employee who has been in continuous service of the company for five
years or more shall become entitled to Gratuity
Superannuation:
• All the permanent employees of the company drawing Basic Salary
more than Rs.6,500/- will be entitled to become member of
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Superannuation Scheme benefits whereby 10% of basic salary is
deducted from employee’s salary for levels up to DGM and in case of
GM and above, superannuation will be deducted at the rate of 27% of
basic salary. The amount is deposited with LIC of India and given back
to employees with interest at the time of separation or the time of
retirement from the Company.
Retirement:
• The age of retirement of every category of employee shall be 65 years.
Group Personal Accident Insurance:
• All regular employees including trainees who are on the payroll of the
Company are covered under this scheme
Health Insurance – Medi-claim
• For all employees in the category of Manager in the Grade M-6 and
above, Suzlon has tied up with ICICI Lombard General Insurance
Company Limited for the Medi-claim Policy. The company has taken a
Master Policy for hospitalization benefits and provided cashless cards
which can be used during hospitalization.
Suzlon Sports Club:
• Sports nurture the body, mind and soul. We are all aware of the
benefits of sporting activities in keeping one's body fit, in relieving the
stress, in building powers of concentration and motivation. Team
sports not only improve team spirit but also create a unique bon homie
that even the most playful work environment sometimes cannot
• Thus Suzlon Sports Club is a welcome beginning. It takes care of the
health of Suzlonians by arranging various sports activities. It is a
milestone in the progress of Suzlon family with the belief that - The
family that plays together, stays together.
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proper investment in human resources, the training process is carried out in these five
stages:
• Defining Training and development Needs: Training needs represent
the gap between what is the expected level of performance versus the
actual level of performance. Development needs address the gaps in
personality that will help bridge the training needs gap
• Selection of Delivery Method
• Selection of Training Provider
• Conducting of Training
• Evaluation of the Effectiveness of Training.
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• With a view to motivate employees to acquire professional/educational
degrees and/or certain software related skills from reputed institutions,
management gives awards. The award amount once worked out is
credited along with salary
Education Bonus:
• With a view to recognize brilliant children of our employees rewards
are given by the Management. The award amount is ranges between
Rs.5,000 to Rs.21,000 depending upon the qualification acquired and
is credited along with salary.
Long Service Retention: With a view to encourage long service of our
employees in our organization the following is the scheme
• All employees completing 5 years of service will get a lump-sum
bonus equivalent to 10% of their total paid Basic pay earned by them
added together during their 5 years of service
• Employees completing 10 years of service will be given 15% of their
total paid Basic pay as earned by them during 6th to 10th year.
Sumilan:
• ‘Sumilan’ means - a beautiful meeting. The essence of ‘Sumilan’ at
Suzlon is captured in the theme words – ‘Sammaan’- an opportunity to
applaud achievements, ‘Samvaad’- an opportunity for constructive
dialogue among team members and ‘Sugati’- an opportunity to share
the progress and plan the future
• ‘Sumilan’ thus is an annual meeting of all Suzlon employees for the
purpose of sharing information, recognizing efforts, celebrating
achievement and rewarding performance
• ‘Sumilan’ comprises of Regional and Royale events
• ‘Sumilan Royale’ is an extension of the Regional ‘Sumilan’ events. It
is held at a scenic place away from work where the top executives are
invited along with Star Awardees, previous and present. “Sumilan
Royale” is a prestigious event where the top management share core
issues with the selected audience
• ‘Sumilan’ is an apt example of generating cohesive energy through
synergy.
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Career Opportunities:
Career planning system in Suzlon ensures that we develop people of the right
caliber to meet present and future needs of the organization. It is an essential
ingredient for succession planning. The mandatory factors to be considered
prior to career planning are:
• The organization’s long and short-term plans
• Manpower skills required towards implementation of these plans
• Attrition rate of employees with high potential, above average and
average caliber
• Recruitment through internal and external sources at all levels and it’s
ratio as appropriate to the organization
• The number of people to be recruited and trained every year.
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The year 2007-08 has set a new mark for Corporate Social Responsibility (CSR) at
Suzlon. All CSR initiatives have been consolidated within a designated function and
staff. A company has been specially formed - The Suzlon Foundation - to act as a
catalyst for inclusive development throughout our business operations from
2008/2009. CSR has embarked on a journey of sustainable development. Determined
to go beyond charitable and philanthropic acts, Suzlon has initiated an integrated
approach in designing CSR. Making money the most responsible way, looking at our
business cycle from a holistic perspective and planning inclusive development in
which, along with the business, the environment and communities around it also grow
has become the basis of CSR. Thus CSR is an integral process, and not something that
is done in addition to business at Suzlon. It is practiced because we realize that the
ownership of doing so rests with us as a responsible corporate. Reflecting this
commitment, CSR is developed as an integral part of our mission of 'powering a
greener tomorrow' and to leverage opportunities towards sustainable and inclusive
development. The Suzlon Foundation will thus be an internal conscience, keeping and
enabling positive and sustainable change in the areas of operation, be it policies,
processes or engagements with people and institutions.
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Achieve universal primary education
Promote gender equality and empower women
Reduce child mortality
Improve maternal health
Combat HIV/AIDS, malaria and other diseases
Ensure environmental sustainability
Develop a global partnership for development
Soil and water conservation
The CSR team uses a Balanced Scorecard to act as a planning, management and
reporting tool in order to make sure that operations are carried out uniformly and
independent of who is running the project. Thus Suzlon is geared to address
multiple issues from a business life cycle perspective, in addition to traditional
community development that is usually considered the only role of CSR.
PRODUTION DEPARTMENT
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Operation & Management Side, Plats, Offices.
Production Department:
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Production management is concerned with those processes which convert the inputs.
The inputs are various resources like raw material , men machines, methods etc. The
outputs are goods and services.
Input Random
Add needed Inspection
Fluctuation
Raw Output
Materials
Goods &
Men Conversion Services
Machines
Feedback
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Basic Structure of a Wind Mill
www.suzlon.com
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ROTOR BLADES
As can be seen from the structure of wind mill that the Rotor Blades are the
main dynamotor of wind mill. Its manufacturing quality play very crucial role
in the efficiency of the wind mill.
These moulds are supplied from CEC (Composite Engineering Cell) Unit,
Baroda. Again CED Unit is the Mother of RBUs.
Rotor Blade is the composite material of glass fiber and other materials. It is
called the FRP (Fiber Reinforcement Plastic).
Life of one Rotor Blade is around 20 years, and it can perform the best in any
kind of environmental conditions. (Temperature limits –up to 60 C)
A wind mill can generate desired power with wind of 6km/hr velocity and up
to 35km/hr. The most convenient wind velocity is around 13-15km/hr.
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All this cannot possible without good Rotor Blades.
• Raw Materials:-
Helping
Glass Mat Resin Foam
Material
-Infusion
Mesh
PVC FOAM
-Peel Ply
-6 mm
-1200GSM -Infusion -Perforated
Resin -10mm Foil
-800GSM
-Hand Lay Up -15mm -Vacuum Cloth
-400GSM
Resin
PS FOAM -Breather
-200GSM Cloth
-Hardener
-20mm
-Skin Mat -Vacuum Hose
-Green Paste
-40mm
-Aluminum
-75mm Angle
-Lightning Tip
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One Rotor Blade Contains
• There are two sides of a Blade one is Nose Side and another
is Tail Side.
Nose Tail
Wind
Direction
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PROCESS OF BLSDE MSNUFSCTURING:-
Perform making
Spoiler making
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Sawing and drilling
Post finishing
Balancing of blade
Dispatch in set
Sound research and development is the key to technology leadership, The Product
Technology Division provides comprehensive research and development solutions
lending all necessary technical support to the organization.
Comprising of India and Europe’s most renowned wind energy engineers, our R&D
team combines global experience of varied wind regimes with in-depth knowledge of
available turbine technologies.
The Wind Turbine Generator research and development centres are based at Rostock
& Berlin, Germany.
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The Rotor Blade product development centre is based at Hengelo, Netherlands.
CHAPTER 7
CONCLUSION
I would like to conclude that in study about general management activities. I have
experience of General Department.
In a giant company like Suzlon which is fastest growing in wind sector, work is
carried out in a very systematic, sophisticated & technical manner.
Today’s world is full of competition, which has become more prominent and
distinct in this period of globalization and thus each aspect of the company needs
attention to survive, retain and grow in the market.
In the part working process flow was smooth and silent. There was no conflict
between technicians or between staff and technicians.
Store was given require material to each department and they working in step by
step. Lastly when working house was complete, one finished product was ready
for dispatch.
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In line with company’s goals to maintain world class standards across all function,
Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.
This initiative has established an integrated information system for Suzlon and
association companies, to enable the firm to think, plan have a 360-degree view of
the business, and to enable the firm to think plan and act in a collaborative
fashion.
The same process recorded in SAP system. This system was used in rare
companies, because it requires skilful employees for operating. But by SAP
system working was easy, fast and accurate.
CHAPTER 8
GLOSSARY
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SEPR: Semi Finished Product
CHAPTER 9
APPENDICES
Bibliography:
Wibliography:
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www.google.com
www.wikipedia.com
www.suzlon.com/portal
www.google.co.in/images
CHAPTER 10
ANNEXURE
QUESTION BANK:
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Q] Is wind energy expensive?
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