A PROJECT REPORT ON

A STUDY ON WELFARE OF EMPLOYEES

IN THE AREA OF HUMAN RESOURCE MANAGEMENT AT SUD CHEMIE INDIA Pvt. Ltd., NANDESARI, VADODARA.

SUBMITTED TO
C.K.SHAH VIJAPURWALA INSTITUTE OF MANAGEMENT AFFILIATED TO GUJARAT TECHNOLOGICAL UNIVERSITY

SUBMITTED BY
KAZI SHABBAZUDDIN A. SEAT NO: 27 ENROLLMENT NO.:107050592027 MBA HR (SEMESTER - III) Academic Year 20011-2012 UNDER THE GUIDANCE OF

HR MANAGER Mr. SHAMIM A. SHAIKH

FACULTY GUIDE Ms. SAVITHA K.

CKSVIM, MBA PROGRAMME C.K.SHAH.VIJAPURWALA INSTITUTE OF MANAGEMENT MBA PROGRAMME, VADODARA.

CERTIFICATE

CERTIFICATE

PREFACE
One aspect of MBA Programme is to make Students aware regarding the difference between the theoretical knowledge and its practical application in administration on different department. Now a day in modern business there is requirement of high skill. And skill is referred to the practical as well as theoretical knowledge and to improve skill both are important at high rate in the business. And in MBA I get the chance to improve my skill on the way of study. The main objective behind project training in management study is to have exposure to the modern practices in management. To be successful, one need to be a good learner and being a MBA student helps one to develop a relational thinking and thereby oneself from a normal human being into a disciplined and dedicated professional. A learning attitude will sharpen your knowledge and skills in a particular field, which in turn help to achieve and attain the desired goals and heights in ones career. When any subject is taught theoretically in class is known as Academics but when it is studied with the subject applicability in known as Professional Education. I am the student of MBA Human Resource Management a professional degree course. It implies that whether the study should be form point of view of students implication in the physical environment otherwise also to study business. In the current perspective we know that no knowledge is complete without knowing the practical aspect of it. To be a perfectionist, a person needs to know both, the theoretical as well as the practical side of the job he is assigned to do. I will able to go in the field because the theories studies in the class sound appropriate there but may have zero utility in real environment.

.
I have learnt lots from my training which Enhance knowledge. The report contains the information about overview of company which main contains research of Employees Welfare and Benefits

ACKNOWLEDGEMENT

To undergo in training in an organization is each and every students dream, which I felt in Sud Chemie, India Pvt.Ltd. Nandesari, Vadodara and was a wonderful experience. When a trainee comes in to an organization, the first thing that comes in mind is how it will be? But the kind of support that I have received from all the employees of HR Department made my training very comfortable. I would like to express my sincere thanks to Mr. SHAMIM A. SHAIKH (HR Manager) for their wholehearted efforts. The project would not have taken its present shape without their valuable insight. I express my gratitude to them for providing me their valuable time & helping me in interacting with employees. I would also like to thank my college to give me such golden opportunities for allowing me to take learning from an esteemed organization. I am also thankful to Dr. Rajesh Khajuria, Ms. Savitha k. (Lecturer, HRM), for giving all the knowledge and skills required at a workplace along with the practical exposure to the professional world. Lastly I, as a researcher, wish to express my application to all those with whom I worked/interacted and whose thoughts and insights helped me in furthering my knowledge & understanding of subject. I am also indebted to my family and friends for their support & to all who directly and indirectly helped me for completing this project successfully.

KAZI SHABBAZ A.

Executive Summary

People are the most important and valuable resource every organization has in the form of its employees. People enter into organization with certain characteristics but so many times certain factor like poor management, poor working condition, nature of job, location of firm influence their behavior at work place.

The reason for my interest in employees having benefits and welfare studies because it is a key drive to corporate success if controllable. The cost of dissatisfaction to business, usually expressed in terms of lost productivity. So, we can say balance satisfaction is one of the important areas that directly contribute towards productivity & efficient running of an organization. This study also helps to discover the causes of absenteeism which ultimately helps the organization in achieving their goal quickly so it is an indicator to the organization.

As I started working on the A Study On Welfare Of employees, it appears me quite simple but after going depth I understand its significance. For this problem I prepared myself to face manpower of manufacturing unit. Its not an easy task to recognize that employees are replying same as they are feeling in organization. All the questions were prepared as employees didnt hesitate to give answer about their working place. All the data collected from employees & workers for the facilities provided by management & also the payment structure got interpret. The analysis gives the results of most of the employees are satisfied with the management activities. As a research part there some expectations came into picture of employees which can help management to take further decisions to improve productivity by more employee satisfaction.

DECLARATION

I, KAZI SHABBAZUDDIN A., hereby declare that the

report for

Summer Training Project entitled Employees Welfare and Benefits is a project of my own work and my indebtedness to other work publications, references, if any, have been duly acknowledged.

Place : Vadodara Date :

Signature

TABLE OF CONTENTS SR. NO PARTICULARS PART-I GENERAL INFORMATION About the Industry World Market Indian Market Growth of the Industry About major Companies in the Industry Product Profile Introduction to HRM PART-II PRIMARY STUDY Introduction of the Study Literature Review Background of the Study Importance of the Study Objectives of the Study Research Methodology Data Analysis and Interpretation Results and Findings Limitations of the Study Conclusion/Suggestions PAGE NOS

2 3 4

6 7 8 9 10

ANNEXURE BIBLIOGRAPHY

OBJECTIVE

Starting a new job is a demanding and often stressful experience for the company. Quite apart from the obvious challenge of tackling new tasks, there is also the need to become accustomed to a new organization, a new environment and new colleagues. The purpose is to support new employees during this difficult period and to help them become fully integrated into the Company as quickly and as easily as possible.

To familiarize new members with the organization by inducting organizational culture, systems and processes and to facilitate his / her transition into the job / assignment in a short span of time

ABOUT THE INDUSTRY

-: HISTORY :The Beginning agricultural Bavaria still lacks a factory for the manufacture of large amounts of artificial fertilizers, which would necessarily be linked to the production of chemical products This statement to the Bavarian King Maximilian II in the 19th century began the formation an enterprise in 1857 which eventually became SdChemie AG in its present form. After 150 years Sd-Chemie can look back on a rich and varied history starting with the formation of the Bavarian Public Limited Company for Chemical and Agrochemical Products with Justus von Liebig as one of its founding shareholders. The production of mineral fertilisers began in 1859 in Heufeld and manufacturing of bleaching earth in Moosburg was started in 1906 with the natural clay (betonite) found in the area. In 1958/1959: Together with Chemetron Corp., Chicago, USA, GirdlerSdchemie Katalysator GmbH was formed in Munich as a joint venture for manufacturing catalysts used in fertilisers and in processing crude oil, edible oils, edible fats and fatty acids.

Going Global After 15 years of partnership, in 1974, the entire catalyst business belonging to Chemetron (Girdler Chemical Inc.) in Louisville, Kentucky, USA was taken over, including its shares in Girdler-Sd-Chemie Katalysator and Nissan Girdler Catalyst Co. Ltd., Tokyo, Japan. In 1977, Sd-Chemie acquired the Louisville-based Catalyst and Chemicals Inc. (CCI), including partnerships with CCIL, India and CCIFE, Japan. US Girdler and CCI catalyst operations were then merged to form United Catalyst Inc. (UCI). In the Asia-Pacific region, production of CCI catalysts for Indonesia has been handled by PT-Kujang United Catalysts since the mid-eighties. In 1981, African Catalyst started Manufacturing oligomerisation catalysts in Sasolburg, South Africa. Sd-Chemie has been producing zeolite catalysts via Syncat/SC Zeolites in South Africa since 1991.

In 1990, Sd-Chemie purchased Houdry process and catalyst manufacturing technology operations from Air Product and Chemical Inc., USA. There are three HOUDRY applications: 1.) dehydrogenation of isobutene or propane

for the production of iso-butylene or propylene (CATOFIN), 2.) dehydrogenation of n-butane for the production of 1,3- butadiene (CATADIENE), and 3.) dealkylation of alkylbenzenes for the production of height purity benzene (PYROTOL, LITOL, and DETOL). While these technologies are owned by Sd-Chemie, they are licensed by ABB Lummus Global Inc. Sd-Chemie History | S Sd-Chemie acquired Prototec Inc., USA in 1992, with a view to expanding its operations in the emission control catalyst sector. In 1997, SdChemie acquired the Italian Montecatini Technology whose product portfolio mainly includes catalysts used for ox chlorination in fluid or fixed-bed operation and in the production of terephthalic acid, as well as for oxidation of formaldehyde to Methanol. In November 2002, Sd-Chemie became the majority shareholder of the joint venture company Panjin Sud-Chemie Liao he Catalysts. The JV serves the syngas and maleic anhydride catalysts market in China as well as rest of the world. In 2003, together with SABIC, Sd-Chemie acquired Scientific Design, Little Ferry, USA to form a 50:50 joint venture. The company specializes in processes and catalysts for the production of ethylene oxide and maleic anhydride. In 2004, Sd-Chemie established Sd-Chemie Qatar WLL with local partners to address the needs of the growing gas to liquid industry in the Middle East region. The production facility in Mesaieed Industrial City will be operational soon. In October 2005, Sd-Chemie acquired majority ownership and established Sd-Chemie Jinhai Catalyst in Shanghai/Peoples Republic of China. The venture supplies Ziegler-Natta catalysts used for polymerization of Propylene to Propypropylene. In September 2006, Sd-Chemie acquired Tricat Zeolites GmbH, a Bitterfeld Germany based producer of zeolite materials which are specialty catalysts used in the refining and petrochemical industry, as well as in environmental applications. With the acquisition of Tricat Zeolites and the planned expansion of its existing production capacity, Sd-Chemie is reacting to a rapid increase in the global demand for these specialty catalysts. This year, Sd-Chemie AG, Munich is celebrating its 150th anniversary. The companys foundation in 1857 co-marked the birth of the chemical industry in Germany. Today, Sd-Chemie is an international and technology-oriented global leader in the field of specialty chemistry for adsorbents and catalysts. With sales and earnings recording double-digit annual growth rates for three years in succession and group sales exceeding one billion euros for the first time in 2006, the company will be recruiting a hundred new employees in Germany alone during its anniversary year of 2007. On a worldwide scale, Sd-Chemie employs almost 5000 people at some seventy subsidiaries, generating over 80% of its sales outside Germany.

The global identity of all of these companies is reflected in the common name and slogan: Sd-Chemie India is engaged in the manufacturing of catalysts for various applications. Having two manufacturing facilities. One in Cochin (Kerala) and the other in Baroda (Gujarat). Manufacturing operation was started in 1970. Both the units and the R&D division are ISO 9001:2000 and ISO 14001 certified. We manufacture the following categories of catalysts:

High Temperature Shift Low Temperature Shift Desulphurisation Pre-Reformer Primary Reformer Secondary Reformer Chloride Guard Zeolites Catalytic Converter Speciality Catalysts Additives

Baroda Unit This unit was established in 1978. A wide range of catalysts are manufactured here. Zeolites and Catalytic converters are also manufactured here. Many a stateof-the art technologies are used here. A well equipped Quality Assurance laboratory and an R&D division doing research on some speciality areas are functioning here.

R&D division of the company was certified ISO 9001 on 27.07.1999. Cochin unit got its ISO 9002 certification on 18.06.1996. Baroda unit got its ISO 9002 certification on 04.04.1997. Cochin unit and R&D division has been certified ISO 14001 on 08.08.2000. Now all have been certified ISO 9001:2000 and ISO 14001 standard.

As declared below SUD-CHEMIE INDIA PVT. LTD. Is a catalyst maker company which was established in 1969 in collaboration with SCI of USA. SUD-CHEMIE is the part of the Internationally renowned SUDCHEMIE group of Germany. They are the Market Leaders in India for Catalysts. Are supplier of Catalytic converters for Automotive Emission Control to OEMs. They are the recognized exporter of catalysts to USA, South America, Europe, Japan, CIS Countries, Middle East, etc;

Development of Organizational Structure

Reallocation of Water Treatment Business Unit Chinese companies restructured Takeover of leading Malaysian water treatment enterprise In its core areas of activity, Sd-Chemie holds leading market positions on an international scale. The Group is divided into the two operating divisions of Adsorbents and Catalysts, while centralized operations are controlled by its Central Functions which are responsible for efficient management of the SdChemie Group. Operating activities are allocated to the Adsorbents and Catalysts Divisions based on product similarity. In turn, the divisions are divided into six business units reflecting different customer groups. To promote fast and efficient decision-making based on proximity to the customer, organization of the Group has been decentralized. The business units are responsible for all market-oriented activities. egment reporting reflects the internal organization and reporting structure prevailing in the SdChemie Group. During last year, market positions were strengthened further as a result of the following changes in the Groups structure. In the wake of ongoing business expansion in China, two intermediate holding companies, sc Redhill GmbH, Munich and Sd-Chemie Liaohe GmbH, Munich, were merged with Sd-Chemie ag. Both companies held shares in companies operating in China, namely Panjin Sd-Chemie Liaohe Catalyst Co., Ltd., Panjin, China and Sd-Chemie Redhill Bentonite (Liaoning) Co., Ltd., Jianping, China. During the second half of 2007, the shares held in Sd-Chemies Chinese operations by these two companies were transferred to a management company in Hong Kong, which was subsequently renamed Sd-Chemie China Holding Limited. Three newly-formed com-panies, Jiangsu Sd-Chemie Chemical Materials Co., Ltd., Jiangsu, Jiangsu Sd-Chemie Performance Packaging Material Co., Ltd., Jiangsu and Sd-Chemie Investment Management (Shanghai) Co., Ltd., Shanghai, were also bundled under Sd-Chemie China Holding Ltd., Sd-Chemie Investment Management (Shanghai) Co. is to provide centralized services for all Sd-Chemies subsidiaries in China, with the aim of improving both the efficiency and the cost situation of these operating companies in the long term, as well as supporting the business units in their continued expansion into this promising market. In April 2007, the Water Treatment Business Unit was hived off from the Catalysts Division and allocated to the Adsorbents Division in

order to make better use of the synergies offered by this business unit and the Adsorbents and Additives Business Unit. Reporting on the divisional trading figures for both 2007 and previous years has been adjusted in line with the new Group structure.

SUD-CHEMIE GROUP (Sales:Eur 1075.1million, employees:5031) ADSORBENTS (Sales:Eur 639million, employees:2869)

employees:1828)

CATALYST (Sales:Eur 436.1million,

Adsorbents and Additives Foundry Product and Specialty Resins

Performance Packaging

Catalytic Technology

Energy and Environment

Water Treatment

Diversity and Equal Opportunity in the Sd-Chemie Group

Sd-Chemie stands for a performance-oriented corporate culture. As an international Group, we are highly dependent on the heterogeneous character of our workforce. Diversely composed teams bundling a variety of skills, qualifications and experience continually strengthen our competitive position on a global scale. For us, acceptance, mutual respect and a spirit of partnership are a matter of course. As a result, personal diversity and equal opportunity form an integral part of our corporate culture. Marginalization and discrimination on the grounds of cultural or ethnic origin, sex, religion, ideology, physical constitution, age or sexual identity have no place in our Group. Sd-Chemie believes in equal opportunity for everyone.

Promoting diversity is a key aspect of our personnel policy our employees should reflect social heterogeneity and be able to contribute and develop their varied talents. In a raditionally male-dominated environment like the chemical industry, we support female employees, draw up various measures allowing them to combine individual career strategies with personal plans while also taking operational needs into account and, based on a personnel policy oriented to each age group, we meet the challenges

presented by both the companys age structure and demographic trends. Diversity and equal opportunity also form essential elements of our management principles. Our executive staff are required to encourage selfinitiative and personal responsibility among employees, while respecting and utilising their diversity as an important resource. Employees are only motivated to fully contribute their various talents, abilities and experience on an ongoing basis in a climate that is also marked by openness, honesty and integrity. A Relationship Culture: Sustaining Behaviour Change Reach Teach Inspire

Research and Development

Renewed

increase in research and development expenditure Technological focus on future markets 130 new scientists recruited Market-oriented research and development activities and the innovative strength they create are a vital necessity for Sd-Chemies sustained success in international markets. In our core areas of activity, we already help to shape technological progress by virtue of our leading market positions, developing products that are indicative of future trends. In future we shall achieve our ambitious, profitable growth targets in these highly-competitive future markets by developing new and improved products and technologies. Both research and development and ongoing enhancement of our technology platform are therefore of key importance to our company. Our highly-qualified researchers meet with a creative working environment at Sd-Chemie, as well as state-of the art equipment and adequate funding. These parameters provide optimal working conditions, while added stimulus is derived from our traditionally good relations with the worlds leading universities and research institutes. In the field of research and development activities, importance is also attached to intensive, ongoing co operation with customers and partners in order to respond directly to their specific needs and develop bespoke solutions. It is the aim of all Sd-Chemie employees, particularly its scientific experts, to make a major contribution to enhancing customers value creation processes based on our products, services and creative solutions. In 2008, there was another marked increase in the funds made available for research and development compared with the previous year. Research and development expenditure rose by 14.6% compared with 2007, totaling eur 53.5 million, including amounts activated. A research and development ratio of 4.5% was reported for last year, after 4.3% in 2007, although this was considerably higher in those core areas of activity vital for future growth. In regional terms, research and development expenditure continued to focus on Germany, which accounted for 58.1% of total research investments. At the end of 2008, 555 employees were working on re search and development assignments in the Groups worldwide research centers, as well as on projects aimed at continually consolidating and improving product and service quality.

Future Expansion Plans

Profitable Growth Helping to shape the future entails setting definite goals. Reaching them calls for know-how, entrepreneurial courage and the flexibility to make decisions freely, as well as a strategy geared specifically to these goals. Sd-Chemie has understood this from the very beginning. For a hundred and fifty years, it has repeatedly adjusted its profile to face new future challenges, providing for more quality of life by continually improving performance and offering innovation - yesterday, today and tomorrow. Focused Innovative Power The story of Sd-Chemie began when Justus von Liebig invented artificial fertilizer. An innovation that has been followed by many more over the past hundred and fifty years. Even today, new developments are still the main driving force behind Sd-Chemies growth, which is why the company is investing more than ever before in research and development. This commitment pays off. Today, Sd-Chemie is already one of the worlds leading suppliers in many sectors of advanced technology, enjoying excellent prospects for sustained dynamic growth. Partnership Based on Trust Sd-Chemie also has a long history of close development partnerships. It offers customers and business associates bespoke solutions tailored exactly to their individual needs. Maximum benefit and lasting performance are the result. Last year, the basic requirements for such partnerships were improved yet again at Sd-Chemie. Customer-Oriented Efficiency International success means having costs under control, yet at the same time increasing customer benefit. This is only possible by continually improving efficiency. A company that ceases to improve can develop no further. SdChemie repeatedly analyzes and optimizes its structures on an ongoing basis. Geared to High Growth Sd-Chemies history is a story of change. Many new products have been added over the past hundred and fifty years, while others have disappeared. Sustained profitable growth calls for concentration on corporate strengths and consistent alignment of the product portfolio to future needs. By focusing on

fast-growing, highly-profitable niche markets, Sd-Chemie determines the speed of development in its core areas. Responsible Action As with every company, Sd-Chemies success is largely dependent on support from its own employees and from society. There were also difficult times during its 150 year history, when everything hinged on this support. Such positive teamwork is based on mutual trust and also a willingness to actively assume responsibility, particularly as a company. Sustained Value Enhancement When Sd-Chemies predecessor company was founded in 1857, there were no more than 100 public companies in Germany. Most of them have not survived. Things went better for Sd-Chemie and its shareholders, thanks not least of all to the shareholders themselves. Without their allegiance to the company, developments geared to the long term, but having a lasting impact, would not have been possible. The result is a company that is now excellently positioned, has increased in value for many years and distributes a fair dividend reflecting the mid-term financial situation, as in its anniversary year of 2007.

Vision and Mission of the Company

Commitment to total quality Complete customer satisfaction The vision and mission of Sd-Chemie is Quality of goods and services are their primary concern. Both the manufacturing facilities are ISO 9001:2000 and ISO 14001 certified. The Company is committed to safety and protection of environment as well. Adopting a quality assurance system to ensure ISO 9001 standards and continual improvement. Creating an effective organization and using cross-functional teams for reviews and decision making. Creating an organization of quality culture, continuous improvement and dedicated team work. Proper selection and development of suppliers and sub contractors to ensure the required quality standards. Using appropriate and adequate technologies, techniques and methods in selection, development, manufacturing and testing and supplying products which result in and ensure quality and provide confidence to customers with a stress on defect prevention rather than defect correction. Educating employees towards development of continuous quality improvement and dedicated team work. Committed workforce through continuous enrichment of skill and knowledge. Regular management review of the total system with monitoring through audits.

Let me explain what the catalyst is Catalysts:

Catalysts are a dating agency for exhaust pollutants cats that clean up after themselves In an ideal world a car engine would efficiently burn all the petrol supplied to the engine and emit nothing but carbon dioxide and water vapour Sadly the internal combustion engine is not a very efficnt beast as a result several different pollutants are emitted in the exhaust gases. Catalytic converters were made mandatory in the UK for all new cars from 1st jan 1993 in order to reduce pollution. They are frequently blamed for a loss of power which is something we address in something we address in our sports catalyst article.
Recipient of several awards including ICC merit award and CHEMEXIL Certificate of Merit for outstanding export performance.

Two well equipped ISO-9001 certified R&D units recognized by the Dept. of Scientific & Industrial Research, Govt. of India.

MR-ISO 9000, 14000, TS-16949 and OHSAS

Details of Policy Manual. Quality, Environment, Health and safety Policies Environment impact assessment. Hazard identification and risk assessment. System Manual and Procedural Manual. System audit internal and external. Non Confirmatory Reports (NCR) and procedure for closing NCR. Onsite emergency plan and preparedness. General awareness on ISO 9000, 14000, TS-16949 & OHSAS.

Environmental system is certified to ISO 14001:2004 standards and secured FIRST PRIZE among medium scale industries for making substantial and sustainable effort in pollution control during the consecutive years 2004 and 2005, from Kerala State Pollution Control Board Appreciation from Local Area Environment Committee ( LAEC) for implementing pollution control measures during the period 2004- 06 Zero effluent project initiated sud-chemie is one of the first to construct secured land fill in Kerala

R&D Division

Cochin Unit

Baroda Unit

PROCESS CATALYSTS

PERFORMANCE GROWTH OF PREVIOUS FOUR YEARS

1250 1225 1200 1150 1100 1075.1 1050 1000 950 2007 2008 2009 2010 1072.3 SALES 2007-2010 1190.8

PRESENT PERFORMANCE OF THE COMPANY OF 2010

Sales
96.7 385.6 Africa Germany Europe excl. Germany Americas 300.9 247.7 Asia/MiddleEast

194.1

PRESENT MANPOWER STATUS

Employees
384 2009 1564

Africa Germany Europe excl. Germany Americas Asia/MiddleEast

1340

1108

SUD-CHEMIE HAS STRONG MARKET POSITIONS

(1/3)

(2/3)

(3/3)

CATALYSTS COMPETITIVE LANDSCAPE VIEW

Present profile :
Address: A-1/2 Nandesari Industrial Area, Nandesari IE, Vadodara 391340 Phone: +(91)-(265)-2840325, 2840366, 2840548, 2841325 Fax: +(91)-(265)-2840622 Financial Highlights Fiscal Year End: Revenue (2009): Revenue Growth (1 yr): Employees (2009): Employee Growth (1 yr): Key People Chairman Supervisory Board: Utz-Hellmuth Felcht Chairman Managing Board: Gnter von Au Deputy Chairman Managing Board; Head, Absorbents and Additive: Hans Jorgen Wernicke Managing Director: Ms. Arshia A. Lalljee Jt. Managing Director: Mr. Iskander A. Lalljee Industry Information Sector: Basic Materials Industry: Chemicals - Major Diversified Top Competitors BASF Catalysts LLC Elementis plc W. R. Grace & Co. (gra) December 1535.80 M (-8.50%) 6,485 5.30%

Industries Where Sd-Chemie Inc. Competes

Basic and Intermediate Chemical & Petrochemical Manufacturing Chemicals Specialty Chemical Manufacturing Metals & Mining Industrial Metals & Minerals

ESTABLISHED

AND

RECOGNIZED

BRAND

IN

CLEANTECH STRENGTHS AND OPPORTUNITIES

strengths I N T E R N A L OPPORTUNITIES Excellent market positioning in highly attractive markets Recognized as brand in cleantech and as a strong technology partner for innovative trends. Global sales and marketing networks. Low cyclicality due to wide range and global businesses. Entrepreneurial spirit (eg. Quick decision making, high flexibility, customer centric behavior).

E X T E R N A L

Emerging key technologies: Diesel emission catalysts, batteries, biocatalysts. Alternative feedstocks to fuels and chemicals. Further regional expansions. Margin improvements through efficiency programs. Public funding of key projects (i.e. biofuels)

BUSINESS HIGHLIGHTS

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage. Human Resources Management (HRM), which encompasses all the tasks involved in acquiring, maintaining, and developing an organization's human resources, is the part of an organization or firm that helps a company to reach its goals and then oversee their training and development, motivation, evaluation, and compensation, all of which are critical to a company's success. Due to the accelerating rate at which today's workforce, economy, corporate cultures, and legal environment are being transformed, the role of HRM is increasingly viewed as a strategic one Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

HRM strategy An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field

seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization. Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

Essential Human Resource Management Skills. When interviewing a potential new hire, its standard procedure for a Human Resources professional to assess the candidate as compared to a list of key skills and personal characteristics needed for the job. Here it goes: Human Resources Management Key Skill #1: Organization Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the

Human Resources function. Youre dealing with peoples lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it wont do to say, Hold on. Ill see if I can find it. Human Resources Management Key Skill #2: Multitasking On any day, an HR professional will deal with an employees personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesnt much care if youre already helping colleague B. You need to be able to handle it all, all at once. Human Resources Management Key Skill #3: Discretion and Business Ethics Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers approaches to employees to ensure proper ethics are observed. You need to be able to push back when they arent, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization. Human Resources Management Key Skill #4: Dual Focus HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. Thats something you would never do. Human Resources Management Key Skill #5: Employee Trust Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top managements policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned. Human Resources Management Key Skill #6: Fairness Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples voices are heard, that laws and policies are followed, and that privacy and respect is maintained. Human Resources Management Key Skill #7: Dedication to Continuous Improvement HR professionals need to help managers coach and develop their employees.

The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself. Human Resources Management Key Skill #8: Strategic Orientation Forward-thinking HR professionals take a leadership role and influence managements strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, People are our most important asset. Human Resources Management Key Skill #9: Team Orientation Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work

EMPLOYEEs BENEFIT

Provident Fund Company is governed by EPF act. In SUD-CHEMIE EPF is managed by a trust named Sud-Chemie India Pvt. Ltd., Employees Provident Fund. On the day of joining, the PF account/transfer opening forms are made available. One needs to fill the concerned form and submit it to HR. Contribution to PF is 12% of Basic salary both by the employer and by the employee of which 8.33% of employers contribution subject to ceiling as per the Act is deposited towards family pension scheme.

ESI scheme The company is governed by the ESI Act. All the employees earning Rs15000/- or less gross salary per month would be covered under ESI scheme being contributory in nature, all the employees shall be insured in a manner provided by the Act. The contribution rates are subject to change on notification from ESI Corporation. Currently the employees contribution is 1.75% of the wages and that of employers is 4.75% of the wages paid/payable in respect of the employees in every month.

Gratuity The company is governed by the Payment of Gratuity Act. and all employees are covered by the Act. on the day of joining, the gratuity nomination form is made available. The new member needs to fill the form and submit it to HR. The amount payable towards gratuity will be 15 days basic salary for every completed year of service in the company calculated on the basis of 26 days a month on the last basic salary drawn subject to a ceiling as per the Act.

Superannuation scheme This scheme is linked with LIC. Company contributes an amount equaling to 15% of Basic salary of an employee towards this scheme on annual basis.

Mediclaim Insurance All employees are covered under a Mediclaim policy presently with United India Insurance Co. ltd. On the day of joining,, the form is made available. one needs to fill the form and submit it to HR. The employees along with immediate family members are covered under this.

Personal accident Insurance All employees are covered under personal accident policy presently with United Insurance Company. On the day of joining the form is made available. One needs to fill the form and submit it to HR.

Travel Entitlements The boarding and lodging limits, mode of travel, incidental charges and other entitlements are as per the category of the employees. The details are in the travel rules of the company available with HR dept.

Car Scheme Managerial Car Scheme is available for Grade M-I and above. Details are available with HR dept.

Interest Subsidy Scheme for purchase of Two/Four wheelers This scheme is applicable for Executives in Grade S-I to S-VII. 100% interest (subject to max. of 15% p.a) paid by the

employee on the vehicle loan taken from any bank/financial institution for purchase of the vehicle. Details of scheme are available with HR dept.

Recognition for Higher qualification Company recognizes higher academic achievements of its employees in relevant fields, after joining SCIL. Other than a one time appreciation gift, the Company, at its discretion, would reimburse upto a maximum of 50% of the actual course fee. Detailed procedure is available with HR dept.

POLICIES

ANNUAL ALLOWANCES Employees on superannuation will be eligible for full 100% of allowances of annual nature i.e. LTA medical reimbursement and uniform for the year on the month of superannuation. Month is bet October to march of the respective financial year and same 50% if the date of superannuation is bet April to sept.

ISSUE OF CREDIT CARDS CASH AWARDS FOR COMPLETING 20 YEARS OF SERVICE Effective 1st oct, 2008 Supervisory category S1 to S7 one time payment of 25000 on the month of completion of 20 years of service. For managerial category M1 to M5 one time payment of 50000 For managerial M6 and above of 100000 payment.

Inplant target for children of employees Recognition of higher qualification Eligibilities and according to the related field one time payment is allotted. Increment on configuration and CTC. Leave Rules Regular employees will be eligible for 14 casual/sick leave and 30 privilege leave. Leave can be utilized by them in the year in which the leave entitlement occurred. In the case of employees on probation, during the period of probation they will be entitled 14 days of casual/sick leave or prorated thereof depending on the month of joining. On completion of the probationary period and in the event of their confirmation, they will be entitled to privilege leave 30 days which they can utilize during the period of service following such confirmation.

 Housing loan scheme Internet subsidy scheme Pay scale Medical check up Recruitment criteria Marriage gift Loans and advances Appointment letter Retirement Consent letter Foreign exchange approval

INTRODUCTION OF WELFARE OF EMPLOYEES

EMPLOYEES WELFARE

LITERATURE REVIEW
Welfare, economically speaking, refers to money paid by the government to persons who are in need of financial assistance, but who are unable to work, or whose circumstances mean the income they require for basic needs is in excess of their salary (e.g. tax credits for working mothers). The sum paid usually gives an income well below the poverty line, and it usually also has conditions attached, such as the need to prove one is searching for work or that there is some condition, such as a disability or obligation to care for children, that prevents them from working. In some cases recipients are even forced to do work, and this is often known as workfare. A universal welfare system is a standard component of socialism or systems heavily influenced by socialism.

The welfare provisions of the Act relate to : washing facilities, separately, have to be provided and maintained in every factory. These facilities should be easily accessible and kept clean.

Washing Facilities Adequate and suitable washing facilities for the use of men and women workers, separately have to be provided and maintained in every factory. These facilities should be easily accessible and kept clean.

Facilities for Sitting Suitable sitting arrangements have to be made for all workers who perform their work in a standing position, so that they may avail themselves of any opportunity to sit at the time of rest. If the Chief Inspector of Factories is convinced that the work can be efficiently performed in a sitting position he may require the employer to make sitting arrangements for all such workers.

First Aid Facilities First aid boxes or cupboards containing nothing except prescribed contents have to be kept in every factory. Each first aid box is kept in

charge of a separate responsible person holding a certificate in first-aid treatment, recognized by the state government. Such person should always be readily available during the working hours of the factory. The number of such boxes is not to be less than one for every 150 workers ordinarily employed, an ambulance room has to be provided and maintained. Only prescribed contents and equipments are to be kept in the ambulance room which is to be kept in charge of medical and nursing staff, as prescribed by the state government. As in sud-chemie as declared the first aid box is kept in charge of a separate responsible person holding a certificate in first-aid treatment, but here its all done as per the rules of the sud-chemie India pvt. Ltd.

Canteen facility In sud-chemie there is a good canteen facility and as according to the rules of state government where there are more than 250 workers ordinarily employees the provision and maintenance of a canteens for the use of the workers. The rules may provide for the standards in respect of construction, accommodation, furniture and other equipments of the canteens; food stuffs to be served and their charges; constitution of the managing committee for the canteens the items of expenditure in the running of the canteen which are not to be taken into account while fixing the cost of food stuffs, and which are to be borne by the employer; and the date by which such canteen is to be provided.

Welfare Officers In every factory where five hundred or more workers are ordinarily employed, the occupier is required to employ such number of Welfare Officers as may be prescribed by the state government. The state government is empowered to prescribed the duties, qualifications and conditions of service of Welfare Officers.

Power to Make Rules The state government may also frame rules relation to exemptions from welfare provisions on prescribed conditions, and the association of representatives of workers with the management in welfare arrangements for the workers.

Sud-chemie Review
WATER SUPPLY According to sud-chemie Water is life Modern chemistry improves the quality of water. SdChemies specialty chemicals provide for intelligent chemical water treatment and selective purification of process water systems, industrial effluents and drinking water. Its range is complemented by comprehensive technical services covering all aspects of water management and making Sd-Chemie a global player in the water treatment sector, both today and in the future.

HEALTH HAZARD DATA Health hazards may arise from inhalation, ingestion, and/or contact with the skin and/or eyes. Ingestion may result in damage to throat, esophagus, and/or gastrointestinal tract. Inhalation may cause burning of the upper respiratory tract and/or temporary or permanent lung damage. Prolonged or repeated contact with the skin, in the absence of proper hygiene, may cause dryness, irritation, and/or dermatitis. Contact with the eye tissue may result in irritation, burns or conjunctivitis. This product contains a small amount of crystalline silica which may cause delayed respiratory disease if inhaled over a prolonged period of time. IARC Monographs on the evaluation of the Carcinogenic Risk of Chemicals to Humans (volume 42, 1987) concludes that there is "limited evidence of the carcinogenicity of crystalline silica to humans. IARC classification 2A. First Aid (Inhalation) Remove to fresh air immediately. If breathing has stopped, give artificial respiration. Keep affected person warm and at rest. Get medical attention immediately. First Aid (Ingestion) If large amounts have been ingested, give emetics to cause vomiting. Stomach siphon may be applied as well. Milk and fatty acids should be avoided. Get medical

attention immediately. First Aid (Eyes) Wash eyes immediately and carefully for 30 minutes with running water, lifting upper and lower eyelids occasionally. Get prompt medical attention. First Aid (Skin) To avoid repeated or prolonged contact with this chemical, use good hygienic practices. Wash with soap and a large amount of water. Get medical attention if irritation or inflammation develops. NOTE TO PHYSICIAN - This product is a desiccant and generates heat as it adsorbs water. The used product can contain material of hazardous nature. Identify that material and treat accordingly.

SPECIAL PROTECTION INFORMATION Respiratory Protection Provide a NIOSH/MSHA jointly approved respirator in the absence of proper environmental control. Contact your safety equipment supplier for proper mask type. Ventilation Provide general and/or local exhaust ventilation to keep exposures below the TLV. Ventilation used must be designed to prevent spots of dust accumulation or recycling of dusts. Protective Clothing Wear protective clothing, including long sleeves and gloves, to prevent repeated or prolonged skin contact.

Eye Protection Chemical splash goggles designed in compliance with OSHA . Regulations are recommended. Consult your safety equipment Supplier.

RESEARCH METHODOLOGY

INTRODUCTION TO THE STUDY Safety and welfare measures are inevitable to any organization where workers a r e i n v o l v e d . A n o r g a n i z a t i o n s r e s p o n s i b i l i t y t o i t s e m p l o y e e s e x t e n d s b e y o n d t h e payment of wages for their services. The employees safety and welfare on and off the j o b within the organization is a vital concern of the employer. P r o v i d i n g a s a f e a n d healthy environment is a pre-requisite for any productive effort. This research deals with the study on the welfare measures provided to the employees at SUD-CHEMIE INDIA PVT LTD. Objectives of the study Primary Objective: To study the level of satisfaction of employees regarding welfare measures at Sud-Chemie India pvt ltd. Secondary Objective: To study the perception of the employees regarding the welfare measures provided to them. To analyze if the level of satisfaction is different among the v a r i o u s categories of employees and departments. To suggest provision of more welfare measures to i m p r o v e t h e performance of the employees. Scope of the study This study would give an overview of the welfare measures existing at S u d chemie. Since safety and welfare are two important elements e s s e n t i a l f o r improving the productivity of an organization, a study on the existing welfare measures w o u l d h e l p t h e o r g a n i z a t i o n p e r f o r m b e t t e r . T h i s s t u d y w o u l d t h r o w l i g h t o n t h e perception of the employees regarding safety and welfare. Sud-chemie can identify the areas where it can improve so as to improve the performance of the employees. This study would also help to analyze if there is dependence between.

Limitations of the study Due to time constraints the sample size had to be confined to 50. The respondents have replied to the queries recalling from their memory. Therefore recall bias and personal bias are possible. Since the data was collected using a schedule, the interviewers inability to understand and record the responses correctly is possible. The respondents were unable or unwilling to give a complete and accurate response to certain questions.

Tools for data collection There are several ways of colleting the appropriate data. While deciding about the method of data collection to be used for the study, the researcher should keep in mind ,that there are 2 types of data. 1.Primary data 2.Secondary data Primary data are those which are collected a fresh and for the first time and thus h a p p e n t o b e o r i g i n a l i n c h a r a c t e r . P r i m a r y d a t a c a n b e c o l l e c t e d e i t h e r t h r o u g h experiment or through survey. The secondary data on the other hand are those which have already been collected by someone else and which have already been passed through the statistical process. In this study, the data was collected from the primary source through interview schedule.

Statistical Techniques This phase consists of the data analysis of the data collected based on the s t r a t i f i e d s i m p l e r a n d o m p r o b a b i l i s t i c s a m p l i n g t e c h n i q u e . T h e d a t a c o l l e c t e d w e r e analyzed using the following methods. Percentage analysis The number of responses of each category is summarized to percentage format for the convenience to use other statistical tools namely pie chart and bar diagrams

DATA ANALYSIS AND INTERPRETATION

Table 1 TABLE SHOWING THE OPINION ABOUT WORK ENVIRONMENT

Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

No. of Respondents 4 14 32 00 00

Percentage 8 28 64 00 00

35 30 25 20 15 10 5 0 Satisfied Highly Satisfied 4

32

14

No. of Respondents

0 Average Dissatisfied

0 Highly Dissatisfied

Inference: From the above table it is inferred that 8% of people responded to satisfied,28% of people responded to highly satisfied, 64% people to average, and 0% of people responded to dissatisfied and highly dissatisfied

Table-2

TABLE SHOWING THE OPINIONABOUT VENTILATION & LIGHTINGAT WORK PLACE

Grade Excellent Good Average Bad Very Bad

No. of Respondents 06 26 18 00 00

Percentage 12 52 36 00 00

30 26 25 20

18

15
No. of Respondents 10 6 5 0 0 Excellent Good Average Bad Very Bad 0

Inference: From the above table it is inferred that 12% of people responded to excellent,52% of people responded to good, 36% people to average, and 0% of people responded to bad and very bad

TABLE-3 TABLE SHOWING THE OPINION ABOUT TIMINGS/SCHEDULES

Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

No. of Respondents 10 36 04 00 00

Percentage 20 72 08 00 00

40 35 30 25 20 15 10 10 5 0 Satisfied

36

No. of respondents

4 0 Highly Satisfied Average Dissatisfied 0 Highly Dissatisfied

Interference: From the above table it is inferred that 20% of people responded to satisfied,72% of people responded to highly satisfied, 8% people to average, and 0% of people responded to dissatisfied and highly dissatisfied

TABLE-4 TABLE SHOWING THE OPINION ABOUT SAFETYMEASURES AT WORK PLACE

Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

No. of Respondents 32 02 10 04 02

Percentage 64 04 20 08 04

35

32

30
25 20

15
10 10 5 4 2 2

No. of Respondents

0
Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

Inference: From the above table it is inferred that 64% of people responded to satisfied, 4%of people responded to highly satisfied, 20% people to average, 8% of people responded to dissatisfied and 4% of people responded to highly dissatisfied

TABLE-5 TABLE SHOWING THE OPINION ABOUT FIRST AID FACILITY Grade Good Very Good Average Bad Very Bad No. of Respondents 19 11 14 05 01 Percentage 38 22 28 10 02

20 18 16 14 12 10 8 6 4 2 0

19

14
11

No. of Respondents
5

Good

Very Good

Average

Bad

Very Bad

Inference: From the above table it is inferred that 38% of people responded to good, 22%of people responded to very good, 28% people to average, 10% people responded to bad and 2% of people responded to very bad.

TABLE-6 TABLE SHOWING THE OPINION ABOUT ORGANIZATION HEALTHCHECK UPS

Grade Yearly Half-yearly Quarterly Monthly Not at All

No. of Respondents 30 08 04 08 00

Percentage 60 16 08 16 00

35
30 30 25 20 15 10 5 0 Yearly Half-Yearly Quaterly Monthly Not at All 8 4 0 8 No. of Respondents

Inference: From the above table it is inferred that 60% of people responded to yearly, 16%of people responded to half-yearly, 8% people to quarterly, 16% people responded to Monthly and 0% of people responded to not at all.

TABLE-7 TABLE SHOWING THE OPINION ABOUT CANTEEN FACILITIESWITHIN THE ORGANIZATION Grade YES NO No. of Respondents 46 04 Percentage 92 08

50

46

45
40 35

30
25 20 15 10 5 0 YES NO 4 No. of Respondents

Inference: From the above table it is inferred that 92% of people responded to Yes to canteen facilities in organization and 8% of people said No.

TABLE-8 TABLE SHOWING THE OPINION ABOUT HOUSING FACILITIES TO EMPLOYEES

Grade Yes No

No. of Respondents 48 02

Percentage 96 04

60 50 40 30 No. of Respondents 20 10 2 0 Yes No 48

Inference: From the above table it is inferred that 96% of people responded to Yes to housing facilities in organization and 4% of people said No.

TABLE-9 TABLE SHOWING THE OPINION ABOUT P.F. BENEFITS

Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

No. of Respondents 20 13 11 04 02

Percentage 40 26 22 8 4

25
20 20

15

13 11 No. of Respondents

10 4 2 0 Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

Inference From the above table it is inferred that 40% of people responded to satisfied,26% of people responded to highly satisfied, 22% people to average, 8% of people responded to dissatisfied and 4% are highly dissatisfied

TABLE-10 TABLE SHOWING THE OPINION ABOUT INSURANCE FACILITIES

Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied

No. of Respondents 25 06 08 08 03

Percentage 50 12 16 16 06

30
25 25 20 15 No. of Respondents 10 6 5 0 Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied 3 8 8

Inference: From the above table it is inferred that 50% of people responded to satisfied,12% of people responded to highly satisfied, 16% people to average, 16% of people responded to dissatisfied and 6% are highly dissatisfied

TABLE-11 TABLE SHOWING THE OPINION ABOUT PRESENCE OF WELFAREOFFICER

Grade Yes No

No. of Respondents 37 13

Percentage 74 26

40 35 30 25 20

37

No. of Respondents 15 10 5 0 Yes No

13

Inference: From the above table it is inferred that 96% of people responded to Yes to presence of Welfare Officer in organization and 4% of people said No.

TABLE-12 TABLE SHOWING THE OPINION ABOUT WELFARE PROVISIONS Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied No. of Respondents 33 11 06 00 00 Percentage 66 22 12 00 00

35
30 25 20 15

33

11 10 6 5 0 0 Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied 0

No. of Respondents

Inference: From the above table it is inferred that 66% of people responded to satisfied,22% of people responded to highly satisfied, 12% people to average, 0% of people responded to dissatisfied and are highly dissatisfied

QUESTIONAIRE
Personal Details:

Name: _____________________ ______________________________ Age: up to 20 21-30 31-40 41-50 Above 50

Category: Highly Skilled

Skilled

Unskilled

Average

Highly Unskilled

Designation: _______________________________________________ Gender: Department: HR Marital Status: Educational Level: Male Production Married 10th 12th R&D Female IT Manufacturing

Unmarried Diploma Others Graduate

Post Graduate

Length of Service:

Up to 5

6-10

11-15

16-20

Above 20

SAFETY:

1. Are adequate safety training programmes conducted for the employees of Sud-Chemie India Pvt. Ltd? Yes No

2. Have you attended any safety training programmes conducted by the Sud-Chemie India Pvt. Ltd? Yes No

If, Yes than how was the safety training Programmes? Highly effective Effective Highly Ineffective No Opinion Infective

3. Does the Management provide awareness programme relating to safety/ Yes No If Yes, what are the measures undertaken by Sud-chemie to bring about awareness for safety needs? Observations on Safety weeks Safety competitions Talks on Safety Bulletin boards/slogans Pamphlets Booklets House Magazine

4. What is your opinion about the following? Provisions for Safety Measures: Adequate Inadequate No opinion Safety Helmets Safety Outfits Safety Goggles Safety Shoes Safety Boots Safety Mask Leather Gloves Life saving Appliances

5. Do you make use of Above Safety measures provided to you? Always Sometimes Never No opinion

6. Are the Machines, Equipments and Tools? Yes Well Designed Well Maintained Well Guarded No

7. Is the layout of the workplace is properly designed to avoid accidents? Yes No To an Extent No Opinion

8. Do the safety measures help in severity of accidents? Yes No To an Extent No Opinion

9. Are immediate actions taken to investigate accidents/ Always Sometimes Never No Opinion

10. Do you perceive any risk factor while working at Sud-Chemie India Pvt. Ltd.? Yes No To an Extent No Opinion

WELFARE

11. Are you happy with the welfare provided at Sud-Chemie India Pvt. Ltd.? Yes No To an Extent No Opinion

12. Welfare measures help to Strongly Agree-SA Agree-A Disagree-D Strongly Disgaree-SD Create better industry relations Build greater loyalty to the company Helps faster team spirits

No Opinion-N

13. What is your opinion about the welfare measures at SudChemie? Highly Satisfactory-HS Satisfactory-S Neutral-N Dissatisfactory-D Highly Dissatisfactory-HD Medical facilities Canteen facilities Rest rooms facilities Cultural facilities Recreational facilities Transport facilities Housing facilities Shopping facilities First-aid facilities

14. Do the welfare measures satisfies your needs? Always Sometimes Never No Opinion

15. Do the welfare measures help in solving problem faced by the employees? Always Sometimes Never No Opinion

16. What is your level of satisfaction regarding welfare measures/ Satisfied Highly Satisfied Neutral Dissatisfied Highly Dissatisfied

17. Have you ever been disappointed by any of welfare measures/ Yes No If yes?(kindly Specify) _____________________________

18. What are the welfare measures you feel should be improved?

FINDINGS AND SUGGESTIONS

FINDINGS Based on Percentage Analysis 1. The study shows that 75% of the respondents opined adequate safety training programmes are conducted at Sud-Chemie India Ltd.., and 25% of them opined it is not. 2. The study shows that 62% of the respondents have attended safety training programmes and 38% of them have not. 3. study shows that 10% of the respondents have rated the training programmes as highly effective, 84% have rated it as effective, 5% have no opinion and 1 % is Ineffective. 4. The study shows that 91% of the respondents opined that the management provides safety awareness and 9% opined that it does not. 5. The study shows that a majority of 84% employees feel that SCL mostly creates safety awareness through bulletin boards and the least through safety competitions as only 14% believes that safety awareness is created through safety competitions. 6. The study shows that 36% of the respondents feel that the safety goggles provided are inadequate and 34% feel that the safety measures provided while working on cranes are inadequate. 7. The study shows that 45% of the respondents say that they always make use of the safety measures provided to them, 54% uses them sometimes and 1%never uses it 8. The study shows that 55% of the respondents opined that the machines, equipments and tools are well designed, 58% opined that they are well maintained and 57% opined that they are well guarded.
9. The study shows that 35% of the respondents believe that the

layout of the workplace is designed to avoid accidents, 21% says it is not so and 44% believe that to an extent the workplace is designed to avoid accidents. 10. The study shows that 46% of the respondents believe that the safety measures provided at SUD-CHEMIE INDIA PVT LTD., reduce the severity of accidents, 9% believes otherwise and 36% believe that to an extent the safety measures help in reducing the severity of accidents. 11. The study shows that 81% of the respondents feel that always immediate actions are taken to investigate accidents, 14% feel that it is so sometimes and5% feels that immediate actions are never taken to investigate accidents.

12. The study shows that 56% of the respondents opined that they

perceive a risk factor while working at SUD-CHEMIE INDIA PVT. LTD., 33% opined that they do not perceive any risk factor and 11% opined that to an extent they perceive a risk factor. 13. The study shows that 90% of the respondents say that they never avoid work due to the risk involved in it. 9% of the respondents avoids work and 1%always avoids work. 14. The study shows that 21% of the respondents strongly agree that in case of accidents, the management would take good care of them, 56% agree and 19%disagree to this. 4% of the respondents had no opinion on the matter. 15. The study shows that 85% of the respondents feel that the safety measures make them feel more secure while working at SCL and 15% of them feel otherwise.

SUGGESTIONS The company can ensure that safety training programmes are conducted for all the employees, since 38% of them opined that they have not undergone any safety training and the statistical analysis show that there is an association between the overall level of satisfaction and the fact that the employees feel that the training that is being provided is not practical. So steps may be adopted to ensure that training is more practical in nature. The researcher feels that the awareness for the safety is quite low among the employees. Steps may be undertaken to increase the awareness and need for safety. The quality of shoes and mask provided may be improved as 59% of the respondents have thus opined. The management needs to pay attention to the fact that 45% of the respondents feel that the machines, equipments and tools are not well designed, 42% feel it is not well maintained, 43% feels it is not well guarded and ding out reasons for the same. The responses of the employees regarding the level of satisfaction of welfare measures are clustered in the satisfactory region. The management may take steps to convert these into highly satisfactory. Since 59% of the employees are not satisfied with the transport facilities provided by the company, steps may be taken to provide facilities especially for employees who have to work during night shifts. The conditions of the rest rooms and shelters may be improved especially in the wharf and electrical sections. They may be provided with adequate fans and facilities to rest. Canteen facilities may be provided by the company at both wharfs and the electrical sections.

CONCLUSION

A study was conducted on the safety and welfare measures provided to the employees of SUD-CHEMIE INDIA PVT. LTD. .A majority of 81% of the respondents was found to be satisfied with the safety measures at, SUD-CHEMIE LTD. 2% were highly satisfied, 1% was neutral in their opinion and only 16% dissatisfied with the safety measures. A majority of the respondents feel secure while working at SCL and feel that the safety measures help to reduce the severity of actions. Even though 56% of them perceive a risk factor while working at SCL, a majority of 90% never avoid work due to this risk factor. The study again shows that there is a clustering of respondents opinion in the satisfactory region regarding the level of satisfaction of welfare measures. This reveals that a majority of respondents are satisfied with the existing welfare measures. The management may take up steps to convert these into highly satisfactory. The few welfare measures which were dissatisfactory were transport facilities, rest room facilities and the time lapse in compassionate appointments. The management may concentrate on these areas to increase the satisfaction level of employees towards the welfare measures.

BIBLIOGRAPHY

Sud-chemies induction manual Sud-chemies website: www.Sud-chemie.com Google.com Books as: Industrial relations : C.S.VENKATA RATNAM Industirial relations and labor laws: B.D.SINGH Human resource management : K.ASHWATHAPA Personnel and hrm : P. SUBBA RAO www.managementparadise.com www.hrmbablockspot.com www.citehr.com Scribd.com