• • •

FINAL YEAR BBA (H) STUDY PAPER ON

“EMPLOYEE WELFARE ACTIVITIES TAKEN BY

HINDAL CO”

SUBMITTED BY:

STREAM: BBA (H) YEAR: 3rd (THIRD) SEMESTER: 6th (SIXTH)

NAME ROLL NUMBER

SHIVAM KUNDU 15405015043

MANISHA BISWAS 15405015016

ARKAJYOTI DAS 15405015005

SESSION: 2015-2018

COLLEGE= “DINABANDHU ANDREWS INSTITUTE OF

TECHNOLOGY AND MANAGEMENT”

UNIVERSITY= “MAULANA ABUL KALAM AZAD UNIVERSITY

OF TECHNOLOGY, WEST BENGAL”

• • •

INTRODUCTION

OBJECTIVES

COMPANY PROFILE

RESEARCH METHODS

FINDINGS

CONCLUSION

BIBILOGRAPHY

• • •

Employee satisfaction survey provides a channel for

employees to communicate their view on a wide range of

issues in total confidence.

Employee satisfaction survey was conducted to find

out the satisfaction level of the employees at “HINDAL CO

INDUSTRIES”. The other objective was to find out the areas

of low satisfaction, corrective measures can be taken. The

other objective was to find out the areas of low satisfaction,

were corrective measures can be taken.

The employee satisfaction survey helps companies

to determine how their employees think and to identify

employees needs and concerns so that improvements can be

made and stronger teams can be formed. Business performance

is expected to increase as more satisfied employees will

increase a company’s competitiveness and they are better able

to recognize opportunities and threats and better leverage

limited resources to maximize the company’s profits. Other

intangible benefits include reinforcement of company goals

and values, better internal and external communication, a

positive working and social environment an improved

company image and increased employee loyalty.

• • •

1. To measure employee satisfaction

level from different perspectives.

2. To propose recommendations for

enhancing employee satisfaction to

improve business performance.

• • •

COMPANY PROFILE HINDAL CO INDUSTRIES LIMITED, a

flagship company of the Aditya Birla Group, is structured into

two strategic businesses Aluminum and Copper and is an

industry leader in both segments. A non-ferrous metals power

house, close to global scale, it ranks among India’s top 10

companies in terms of market capitalization.

HINDAL CO commenced to operations in

1962 with an Aluminum facility at Renukoot in eastern

UTTAR PRADESH. Over the years, it grew into the largest

integrated Aluminum manufacturer in the country. With an eye

to build size and scale. HINDAL CO acquired in FY 2000 a

majority stake in Indian Aluminum Company Limited

(INDAL)—having a major presence in downstream aluminum

• • •

products and a leader in special alumina from Alcan of

CANADA.

In August 2004, the boards of Hindal Co

and Indal approved a scheme of arrangement where in all the

assets of Indal other than foil unit at Kollur in Andhra Pradesh

were to be damaged into HINDAL CO. This has come into

effect retrospectively from 1 APRIL 2004. Hindal Co is Asia’s

largest primary producer of Aluminum and among the most

cost efficient producers globally. In India, HINDAL CO enjoys

a leadership position in primary Aluminum and downstream

products.

Smelters are located at Hirakud, Orissa, with

a captive power plant and coal mines, and at Alupuram,

Kerala. Rolled product manufacturing facilities are located at

Belur and Taloja and an extrusions plant at Alupuram.

The company’s R&D centers are located at

Belgaum, Renukoot and Taloja. These have been recognized

by the government of India’s Department of Scientific and

Industrial Research.

Hindal Co’s units are ISO 9001 and 14001 certified, while

several have also attend the OHSAS 18001—the occupational

health and safety certification. On the export front the company

has been accorded a Trading House status by the Indian

Government.

• • •

As a member of the Aditya Birla Group,

India is a part of a 56 Billion corporation, with a market cap of

$5 Billion. The groups multi-cultural, multi-lingual work force

of 72000 employees belongs to 20 different nationalities and

its products and services reach across more than 100 centuries.

Its flagship companies include Hindal Co, Grasim, Indian

Rayon and Inda Gulf.

Indal along with Hindal Co and its Copper Division forms a

non-ferrous metals powerhouse of global size and scale, with

the HINDAL CO- INDAL combine providing opportunities for

synergy and strong market position.

INdIAN ALUMINIUM COMPANY LIMITED

(INDAL)

(Now part of hindal co industries)

India’s foremost Aluminum producer and a member of the

country’s leading business house- the Aditya Birla Group. A

partner to Hindal Co, India’s largest Aluminum producer,

together forming a non-ferrous metals powerhouse. With

technical knowhow acquired from its original promoter, Alcan

Aluminum Limited, CANADA (now Alcan Inc.), INDAL has

brought Aluminum to touch every aspect of modern day

industry and life in India.

• • •

Complete CAPABILITIES IN ALUMINIUM

Indal’s facilities cover a wide range of operations, bauxite

mining, alumina refining. Aluminum smelting with captive

power generation to downstream rolling of sheet, foil and other

semi-fabricated products. With technological expertise of over

60 years of experience in the Aluminum industry in India,

Indal is a market leader in the upstream range of standard and

specialty alumina products in India, providing application for

refactors, ceramics and electrical industries.

In the downstream segment INDAL is the

largest manufacturer of rolled products in INDIA with the

widest range of extrusions, meeting the requirements of

different industrial applications such as building,

transportation, consumer durables, packaging and

telecommunication.

Creating and adding value

Established in 1938, INDAL operates across the value chain

from bauxite mining to alumina refining, smelting and rolling.

A nationwide spread of plants, mines

and offices gives INDAL the advantage of being in proximity

to various regional markets within and outside the country. The

company’s plants and mines are certified with ISO 9001, ISO

14001 and OHSAS 18001 certification for quality,

environment safety and health. Indal enjoy’s a leading market

• • •

position in INDIA for specialty alumina chemicals and value

added products of aluminum sheet, foil and extrusions.

The Indal units comprise two smelters one located at Hirakud,

Orissa with a captive power plant and coal mines, and the other

at Alupuram, Kerala, two sheet plants at Belur, West Bengal,

and Taloja, Maharashtra, and an extrusions unit at Alupuram.

The Company’s two DSIR recognized R&D centers are located

at Belgaum and Taloja.

Subsidiaries & joint ventures

Utkal Alumina International Limited (UAIL):

The joint venture company is a subsidiary of Indal, which

holds 55% of equity, while the balance is held by Alcan Inc. of

Canada. The proposed alumina refinery is to be set up in

Doragurha in the Rayagada district of Orissa.

Suvas Holdings Private Limited (SHPL):

A subsidiary in which Indal holds 51% equity stake, based on

an MOU with Laxmi Organics Industries Limited (LOIL) and

SHPL; with the intent to operate mini hydel power plants in

Maharashtra for captive consumption at the Taloja Sheet and

Kalwa Foil Plants. The Power Project is subject to

endorsement of its viability by an ongoing feasibility study.

• • •

HISTORY OF THE PLANT (BELGAUM WORKS)

The INDAL plant at Belgaum was established

in 1968 and started operations on the 7th November 1970. It is

situated about 6kms, from Belgaum City, beside the national

highway. It has a total area of 1400 acres.

This was the only unit of INDAL, which

started with both the facilities- Alumina Hydrate, Calcined

metallurgical grade alumina and Special grades of alumina’s

and hydrate. The Alumina Plant was set up with a capacity of

1,60,000 tons of Alumina per year and Smelter Plant had a

capacity of 73000 tons of metal per year. Due to the hike in the

power rates, the plotlines in the Smelters had to be de-

energized in 1995. The subsidiary of Smelter plant Carbon

paste and Block Plant is still in operation. Owing to increased

demand of hydrate, alumina’s, and Specialty chemicals in the

export market, the Alumina plant was expanded in several

stages and currently operates at about 3,40,000T of Hydrate (as

Alumina) per annum.

The special plant – a branch of Alumina

plant manufacturing specialty grades of hydrate and Alumina is

being operated at 60 kt per annum.

The raw material-bauxite is brought from

Durgmanwadi Mines 120 kms from Belgaum about 70%of the

total production is exported. The Carbon Paste and Block Plant

• • •

is operated using imported raw materials (Carbon Pitch Coke)

from Korea.

Marketing of Hydrates and Alumina’s

is a major business objective, both at the domestic and

International Levels. The non-metallurgical grade alumina’s,

also termed as ‘Special Alumina Chemicals’ , find wide usage

in diverse industries such as high-grade refactors, zeolite,

alum, plastics, paper, industrial ceramics and high-tension

insulators.

Mission

“To relentlessly pursue the creation of

superior shareholder value by exceeding customer expectations

profitably unleashing employee potential and being a

responsible corporate citizen, adhering to our values.”

Vision

“To be a premium metals major, global in size and reach with

the passion for excellence.”

Values

1. Commitment

2. Alacrity

3. Respect for the individuals

4. Transparency

5. Honesty

6. Ethical conduct

7. Customer focus

• • •

Strategic objectives

The Company recognizes that the conduct and effectiveness of

an organization are mainly anchored to the quality of its

workforce. In order to fulfill its purpose and to achieve its

objectives the company requires commitment and dedication of

its employees who place high value not only in the interest of

the company but also in the interest of other individual.

Organizational structure

• • •

The belgaum works in divided into the following

department:-----

(a) Alumina operations and productions.

(b) Specials

(c) Alumina R&D

(d) Alumina mechanical

(e) Boiler house

(f) Machine shop

(g) Garage

(h) PPC

(i) CPBP

(j) Civil & pump house

(k) EPD

(l) Alumina electrical E & I

(m) Smelter R&D

(n) Smelter mechanical

(o) Smelter electrical

(p) Smelter sales

(q) GM office

(r) HR

• • •

(s) Accounts

(t) Purchase

(u) Traffic

(v) Stores

(w) Exim

(x) Dispatch

(y) Systems

(z) Corporate

In all there are around 777 employees, who include the

management, workers these all are full time enrolled people.

MARKETING:--

Hindal co has no marketing at Belgaum works, all of Hindal co

units works independently, and for the sales and marketing

these are separate centers which co-ordinate with all the units

and look into the sales and marketing of the products. The sales

office is in Bangalore, Delhi and Hyderabad.

FINANACE: -----

The department handles all financial transactions, costing and

billing operations negotiation process, maintaining and

preparing various invoices, payments and receipts are the to

major areas of done by this department. In addition taxation

cash loan normal and statuary payments expenses, this section

handles advances and other operations relating to banks.

• • •

OPERATIONS: ---

The main operations are based in the CPBP,

Alumina and special products. These departments are the core

for the manufacturing of Alumina carbon block, carbon paste

and products. These departments comprise of smaller

departments and each of these 3 major departments had a

department head.

The majority of the people are working in

Alumina, CPBP and special products departments and the

work is carried out in shifts.

RESEARCH AND DEVELOPMENT: ---

HINDAL CO’s R&D centers at Belgaum and

Taloja are recognized by the department of scientific and

industrial research (DSIR). The Belgaum R&D center carries

out overseas assignments in collaboration with ALCON. The

R&D lab has the status of “Center of Excellence” for

predicting organic behavior in refineries. A joint technical

development program with ALCAN is under execution in the

field of raw materials.

Both the R&D centers have attained ISO

9001 & 9002 certification, with the BELGAUM R&D center

having recently adopted the revised ISO 9001: 2000

STANDARD.

Over the last five years, about rupees 560

million has been spent on R&D—a testimony to INDAL’s

• • •

commitment towards developing new applications for

ALUMINA / ALUMINIUM, optimizing manufacturing

process and ensuring environmental friendliness.

HUMAN RESOURCE: ----

Belgaum works has a separate HR

Department, which looks into the daily administration and also

into the specific and nitty gritty of the company, it is the bridge

between the production, employees, management and outside

world. This department is concerned with implementation of

the plans, with the welfare of the plant, with the industrial

relations and above all safety and security of the plant and the

workforce is its prime concerns. This department looks after

the subsidiaries like recruitment selection, training and

induction, canteen community development disciplinary

actions Esi, welfare, security, guest house medical facility etc.

WCM—A main aspect of the company, it is moving towards

building a WCM unit model.

(a) ZERO DEFECTS

(b) ZERO LOSSES

(c) ZERO BREAKDOWNS

(d) ZERO POLLUTION

(e) ZERO ACCIDENTS

(f) ZERO CUSTOMER COMPLAINTS

• • •

FINANCIAL ANALYSIS

Q4 Performance

Hindal Co, the flagship company of the Aditya Birla Group,

has posted a stellar performance during the fourth quarter. The

company attained a net sales and operating revenue of

Rs.2,516 crore driven by better realizations, volumes and an

enriched product mix comprising largely of value added

products. While aluminum margins remained flat despite

higher volumes on account of weak TC/RC (TREATMENT

CHARGES / REFINING CHARGES) and steep reduction in

import duty.

Sales & operating revenue

Net sales and operating revenue of Hindal Co in the fourth

quarter stand at Rs.2516 crore, vis-à-vis Rs.1889crore of last

year. Of this, the aluminum business has recorded sales of

Rs.1457crore vis-à-vis Rs.875 crore last years.

The copper business net sales and operating

revenue stood at Rs.1059crore in the fourth quarter, reflecting

a rise of 8 percent overs.1014crore in the corresponding quarter

of previous year.

• • •

Profits

The company’s Profit before tax is Rs.517crore against

Rs.326crore. Profit after tax was Rs.449 crore inclusive of a

credit of Rs.92crore towards the provision for deferred tax

liability of the earlier years written back.

HRDAT HINDAL CO INDUSTRIES LTD.

A philosophy of people management in based on the belief that

human resources are uniquely important to sustained business

success. An organization gains competitive advantage by using

its people effectively, drawing on their expertise and ingenuity

to meet clearly defined objectives. A Human Resources (HR)

department is acritical component of employee well-being in

any business, no matter how small. Human Resources

responsibilities include payroll, benefits, hiring, firing and

keeping up to date with state and central tax laws.

The HR policies of HINDAL and that of Belgaum Works is at

stated

(a) To attract, retain and develop good employees and to get

their total involvement in achieving company goals.

(b) Provide opportunity for personal development and

advancement to all with requisite ability, ambition and

integrity.

(c) Deal in good faith with all employees and employee

representatives.

• • •

(d) Share information with all employees regarding health

of the business and future plans of the company.

(e) Encourage development of participative and supportive

leadership.

(f) Encourage employees to accept responsibility and take

calculated risk.

(g) To provide fair, equitable and competitive remuneration

in return for a fair day’s work.

(h) Be fair and firm in dealing with grievances and

indiscipline.

(i) Set and achieve high standard of safety and occupational

health.

HRM AT BELGAUM WORKS

HRD at Belgaum works plays a creative

role for success of the organization. The organization

focuses much on socio-psychological needs of workers. The

management and the employees have equal interests in the

survival and the prosperity of the industry.

• • •

The Organization Structure of the HR department

Recruitment and selection

Recruitment and selection are core areas of human resource

management but are frequently discussed in a prescriptive

manner. They are not simply techniques for filling jobs- they

are also levers for organizational change, sustaining employee

commitment and achieving high performance.

• • •

Recruitment Policy

(a) Recruitment of unskilled, semiskilled, skilled workmen

and junior staff should be made from among the local

candidates.

(b) Recruitment of middle management posts, viz,

professional graduates, general foreman and above will be

on- All India basis.

(c) In-company transfers of workmen and non-consolidated

staff should be avoided. However if the need arises they

may be transferred within the location.

(d) Due consideration would be given to age differentials at

the time of recruitment, to avoid concentration of

workforce in particular age group.

(e) Recruitment process against permanent vacancies will be

initiated only when vacancy cannot be filled through from

other sections / departments.

Notice of Recruitment

The department concerned will get the requisition in the

prescribed for approved by the General Manager /

Works Manager. The requisition after approval should

be forwarded to the personnel department. The

requisition should clearly indicate the type of vacancy,

i.e., permanent or temporary, proposed grade, no of

vacancies to be filled up and the proposed date of

recruitment. In addition other particulars like education

• • •

and professional qualification, experience, etc. should be

indicated wherever possible.

Approved requisition for permanent personnel should

reach the personnel department at least 8 weeks in

advance of the date of filling the vacancy is to be

advertised, the time required for recruitment is 10

weeks.

Department should give 24 hours’ notice for supply of

unskilled casual labor.

Action by HR Department

On receipt of approved requisition, the HR Department will:

(a) Notify the vacancy to the Employment Exchange, if

required.

(b) Refer to ACTIVE FILE.

(c) Notify the vacancy on the company’s notice boards, if

required.

(d) Advertise in newspapers, if necessary.

• • •

SCREENING OF APPLICATION

Applications received will be jointly screened by the HR

Department.

SELECTION BOARD

Except for unskilled workmen, a selection board will make all

recruitment.

(a) The selection board will consist of minimum three

persons in the rank of General Foreman and above with

a representative of one each from HR, concerned dept.

and one from an unconcerned dept.

(b) For selection of other staff, the board will short list a

few deserving candidates, after preliminary interview

and the Personnel Department will put them up for final

interview by the General Manager / Works Manager for

final selection.

(c) The Personal department may arrange for trade tests and

written examination, if deemed necessary.

Pre-requisite to appointment

(a) Person below the age of 18 shall not be considered for

employment in the company.

(b) HR dept. should verify the age of the candidate with

reference to Birth Certificate, where name is mentioned

or School leaving certificate or Insurance policy taken

before employment commences, where age has been

admitted.

• • •

(c) Personnel department will arrange for the medical

examination of selected persons. Such person’s should

be declared fit by the company’s medical officer before

being appointed.

(d) They will verify with previous employer to find out his

antecedents-attitude, conduct, and performance if

necessary.

(e) HR Dept. will verify with police to obtain general

information about the candidate and his social conduct.

APPOINTMENT

(a) A candidate will be considered suitable for appointment

only after the above pre-requisite conditions are

fulfilled.

(b) Appointment letters to the wage and salary roll

employees will be issued by Manager HR.

(c) In case of employees joining the confidential roll, GM’s

/ Works Manager’s department will issue an

employment order the day the recruit joins duty.

(d) New recruiters will be appointed as probationers and

trainees.

(e) When a candidate is offered a higher start then the

starting of the grade, the wages/ salary will be fixed by

the Department Heads in consultation with Personnel

Department and approval of General Manager / works

manager must be obtained.

• • •

(f) Grade/ designation will be determined by the prevailing

long-term settlement wherein applicable.

GUIDELINES FOR RECRUITMENT OF UNSKILLED

WORKMEN

(a) To fill up the vacancies of permanent workmen, first

preference would be given to those temporary workmen

who have been selected and listed and have earlier

worked on temporary basis.

(b) The minimum standards of recruitment will be as

follows:

Height: 168cms

Weight: 55kgs

Education: S.S.L.C. Pass

Age: Below 30 years (Preferably less than 25)

(c) After the candidate has been found meeting the

minimum physical and educational standards, he should

appear before the selection board.

(d) If the selection board finds the candidate suitable for

employment, he should be sent for a through medical

examination. Without divulging weight and height

measurements taken earlier, the same should be retaken

at the medical section for cross-checking. Only if the

candidate is found medically fit, he need be considered

for employment.

• • •

SKILLED WORKMEN

(a) Normally, only ITI passed candidates in the specific

trade who have undergone one year apprenticeship

training should be considered for recruitment. Physical

standards need not be applied very rigidly. The selection

will be made on the basis of a trade test and interview.

(b) If the interview precedes the selection trade test, the

interview board should select a panel of candidates for

trade test giving due consideration also to the marks

obtained by them in the examination. The panel of

candidates selected for trade test should be at least 5

persons for one position and where more than one

vacancy is available: the minimum number of

candidates selected for test can be in the ratio of 3

candidates for each existing vacancy.

CORPORATE SOCIAL RESPONSIBILITY

(Community Development)

Beyond Business- Reaching out to communities: Making

a difference

For over 50years now, the Aditya Birla Group, has been

working to improve the quality of life of people in

underprivileged communities, largely within the periphery of

the plants.

• • •

Vision: To be an active partner for the sustainable socio-

economic development of the surrounding community in

which we operate.

WE (Hindal Co- Belgaum works) see ourselves

As working with people participation.

Along with government and surrounding villages as

major stakeholders in promoting the sustainable

development.

As a facilitative not directive.

As a catalyst not a dominant participate.

OBJECTIVES

To promote strategies to strengthen linkages between

communities based organizations, government

departments and NGO’S by which people will make

use of facilities available for development and self-

reliance.

To render support for the eradication of social-

problems like illiteracy, socio-economic disparity

through appropriate methods.

To promote income generation programs for the poor

people for their sustainable socio-economic

development.

Create awareness on education, health, and hygiene

and to support the better maintenance of it.

• • •

To support women to empower themselves through

developing new skills and convergence.

To create an image of the company as a responsible

corporate citizen.

STRIVE TO

Fulfill basic human needs of the deprived and

underprivileged, focusing on water sourcing,

sanitation, health care, primary education, etc.

Build self-reliance, through programs aimed at

women’s empowerment, skill enhancement and

creating income-generating opportunities for the

underprivileged.

Uphold fundamental rights of direct/indirect

employees and the community at large, and promote

principles of equality and secularism.

Maintain high degree of ethical standards, while

dealing with all stakeholders.

Provide a congenial and healthy work environment

for employees by implementing sound Environment,

Health & safety Management Systems at all

manufacturing units and take a proactive approach to

address environmental issues.

• • •

BUDGET

10-15 lakhs, all programs have to be approved by VP

works. Quarterly reports are sent to Aditya Birla center for

community initiatives and rural development. This center

sets the tone and provides strategic direction for the Group’s

community work and ensures performance management as

well.

SOME OF THE PROGRAMS UNDERTAKEN BY BELGAUM

WORKS IS AS FOLLOWS:

HEALTH CARE

Weekly medical visits to villages, general health check-

up camps and patients treated at our in-house medical

centers. Provide safe drinking water and drilling of bore

wells.

MOTHER AND CHILD CARE

Mother& child care programs as well as pediatric and

family planning camps to advise and treat women

around Belgaum.

EDUCATION

Over 2500 children study in the Balwadis and non-

formal education centers sponsored by INDAL. 300

students have been awarded merit scholarships by

Durgmanwadi, Belgaum. Around 250 adult learners are

benefited through the literacy programs at Belgaum.

Computer classes, coaching for underprivileged high

school students and ITI training for local youth are

• • •

some other educational initiatives were undertaken.

Support is also extended through supply of uniforms,

textbooks, and stationery, teaching equipment as well

as construction/repair of school buildings. ITI training

given to 10 students from villages around the Belgaum

works.

SUSTAINABLE LIVELIHOOD

Livelihood schemes provide sustainable earnings for

villagers through small scale enterprises such as milk

co-operatives, mushroom cultivation, nurseries for fruit

and medicinal saplings, bee-keeping, goal rearing,

piggeries, earthworm rearing and vegetable gardens.

Water harvesting structures such as diesel pumps,

construction of check dams, ponds and irrigation wells

support thousands of families.

WOMEN’S SELF HELP GROUPS

Self Help Groups with a membership of over 3000

women Skills training, in nutrition gardening,

production of vermin-compost, art and craft, tailoring,

jute bag making and Rexene handicraft. Over 700

women have been trained in different trades at the

Yasogami Vacational Training Centre at Radhanagari

and the products are marketed during Health Camps

and with local NGO support.

• • •

INFRASTRUCTURE DEVELOPMENT

Construction and repair of roads, drainage

systems and community halls, benefited the communities

around Belgaum.

SOCIAL WELFARE

Awareness programs on Alcoholism, AIDS, Population

control and Environmental consciousness were conducted,

covering villages around Belgaum. At Indal, the focus for

community investments is on healthcare, inclusive of mother

and child care, education, self-reliance through the engine of

sustainable livelihood, also encompassing agricultural and

water-shed development activities and women empowerment

process, infrastructure support and espousing social causes.

The programs are measurable, sustainable and

replicable. The company works very closely with their partners

the communities, the District authorities, Panchayats and

selectively with NGOs. Together they try and make a

difference to the weaker sections of society and vulnerable

groups.

The Board and all of the employees are fully

committed to the Corporate Social Responsibility programs.

The companies believe that in contributing significantly to the

quality of life of an under-served people who are outside of

business, there is much value.

• • •

EMPLOYEE OCCUPATIONAL HEALTH & SAFETY

Safety has always been accorded top priority at

Indal since its early days. The 65 year old company can boast

of an enviable track record in Safety Management since every

Indal location remained accident free throughout the year,

making it a “Zero Accident” company.

Salient features of Indal’s Safety track record include

An accident frequency rate of less than 1 per million man-

hours worked has been maintained by Indal since 1994-95.

Several plants namely, Alupuram, Belgaum, Hirakud, Kalwa,

Muri, Taloja, Lohardaga and Durgmanwadi, have completed

over a million accidents free man-hours almost every year over

the last five years.

Indal is committed to protecting its employees from

occupational health hazards at its various locations all over

India, and to periodically monitor their health for preventive

action.

The company’s Occupational Health

Centers conduct regular medical check-ups and occupational

hygiene programs, health information systems, health

awareness as well as consultancy services to other industries.

Objective setting regarding health &

safety of employees is being done at the beginning of the year

& policies drawn on these aspects. Well-equipped Health

Center is in place, where the annual medical checkup is done

• • •

for all the employees. Pre-Employment medical checkup is

carried out for all new recruiters.

EOHS meeting are conducted to ensure

better health standards of employees & safety working.

Various process changes are being carried out and new

equipment are being installed viz, Electro-static precipitators

have been installed to arrest dust pollution, water sprinklers in

red mud pond area, bauxite crushing area to arrest the dust,

development of green belt in and around the plant for dust

suppression.

Training on safety, Occupational Health &

Hygiene and platform meetings are routine activities. Before

commencement of any job the concerned supervisor instructs

the employees about the safety, various activities viz, safety

day celebration, safety incentive schemes, safety drawing

competition, safety slogan competition, safety quiz

competitions are undertaken.

Equipment checks producers are adopted by all departments to

ensure safe working have been displayed on the shop floor.

Safety issues are communicated in all meetings. Departments

ensure timely statutory compliance. Training on safety aspects

is also imparted to contractor’s employees. Safety

administrators are nominated for each department to check

safety-related aspects in order to prevent accidents. Accident

investigation process is in place to find out the causes of

accident and steps are taken for corrective action.

• • •

ESTABLISHMENT

At Belgaum Works, the person who sees to Establishment

section is Mr.D.S.Kagale. His job profile and purpose states

that he has to effectively maintain and run establishment

section facilitating timely recognition and reward to employees

and their families and providing all the welfare amenities to the

employees to have high standard of employee satisfaction. It is

necessary to properly maintain all employees related records in

proper folders and in the HRIS system, so has to have easy

access and to save administrative time.

Main purpose is to ensure there is proper

communication of all required information pertaining to

business and related matters to all the employees and also see

to it that all weekly and monthly reports are sent to various

locations. Should also ensure correctness of the salaries, annual

increments, and promotional increments, stagnation increments

paid to the employees as per long-term settlement.

The major challenge is to achieve high

standard of internal as well as external customer satisfaction

and to provide better services in establishment matters to

internal and external customers. Hindal Co Industries limited,

Belgaum has a residential colony with a total of 590 quarters

and different festivals and functions are conducted, it is

important to ensure societal satisfaction so all the festivals

have to be celebrated in a grand manner, successfully and

peacefully.

• • •

Yet only recently has the emphasis in

corporate training shifted from training the individual to

meeting the organizational and strategic needs of the

corporation.

The Belgaum works has a well laid out

and structured plan for the training and development of its

employees.

First the training need its identified, the training plan is put to

place for the given year, training undertaken and finally

assessment is made as to the usefulness of the training. These

procedures are well documented and the policy is as stated:

Main objectives of training at Hindal Co, Belgaum

Works:

Training is considered an essential factor on promoting

industrial growth so to provide facility for all round

growth of employees by imparting required training.

To improve the moral if its workers.

To give 100% knowledge through all the ranks of the

organization.

To promote safe working atmosphere for doing the work

smoothly by giving training.

To provide at least 3.5 man days of training to every

employees.

• • •

TRAINING POLICY

Training and identification:

The training needs are classified into three broad categories

viz,

Organizational needs

Individual-behavioral / attitudinal needs

Individual-functional / technical needs

Organizational needs

The apex Management team of the plant priorities the training

needs and requirements of the organization including training

in Quality Systems and relevant awareness for the new

entrants. The training in charge prepares the training plan and

organizes the training programs in accordance with the plan to

satisfy the prioritized needs.

Individual Needs- Behavioral / Attitudinal

Each department Head or Supervisor makes

an assessment of training needs of his subordinates for the

coming year. These needs are communicated to HR

Department who consolidates the training needs and organizes

the training programs.

Individual Needs- Functional / Technical

These needs are identified by the respective Supervisors of the

concerned employee and duly validated by the Heads of

• • •

Departments. These needs are communicated to HR

Department in the prescribed Skill Matrix Format at the

beginning of the financial year for bargain able staff, salary &

Wage roll.

While preparing the new Skill Matrix, the

previous year’s needs identified is also taken into consideration

so as to monitor the level of skills enhancement. The

departmental functional / technical training plan is sent to HR

Department in the month of April.

The training programs are initiated and

organized by the respective departments either from internal

sources or from external sources. The HR Department provides

necessary help. The programs that are planned but not

conducted during the calendar year are carried forward to the

next years training plan.

The Training Programs are organized either as:

Internal Training programs with internal / external faculty.

External training programs.

Internal Training programs

1. Organizational / Individual- Behavioral / Attitudinal

Training

Training material consisting of the course content

whenever required is prepared before conducting the

• • •

program by training in-charge, in consultation with the

concerned department and faculty where applicable.

All the concerned departments are

informed regarding the conducting of programs and

nominations is obtained. The faculty is identified on the

basis of having undergone prior training in the subject or

functional experience in the subject. This faculty is chosen

from within the organization or someone concerned is

invited to conduct the program.

2. Individual- Functional / Technical Training

The concerned department organizes the training.

External Training Programs

External training programs is arranged if participants are less

than five, where the identified person is sent to an external

institute / agency.

Nomination for external training is

forwarded to the HRD department. A copy of the letter is sent

to the institute / organization conducting the training program

is forwarded to the participants for his information and for

making necessary arrangements to attend the training programs

accordingly.

Feedback is obtained from the employee

after the completion of the training is maintained by the

respective departments and communicated to HR Department

detailing the training imparted as against the plan, duly

furnishing the reasons for slippage, if any.

• • •

TRAINNING EVALUATION

Organizational / Individual (Behavioral) / Attitudinal Needs

Post Training feedback from the

participants is obtained to assess the effectiveness of the

program and also to incorporate any changes for further

improvement.

Evaluation of the training imparted against

the written needs is done by obtaining the evaluation from

the departments on a quarterly basis. A copy of the

evaluation is sent to HR Department.

In case the objectives of training are not

fully met, the concerned persons are given refresher

courses and the evaluation for the same is sent to HR

Department.

Technical / Functional Training

The evaluation of this training is done by the department

who conduct suitable test / interviews to assess the

knowledge acquired and skill enhancement to the desired

level. The Departments send the training imparted as

against the plan on a quarterly basis to HR department

with effectiveness rating, for the purpose of evaluation of

training imparted. The evaluation of knowledge

acquisition and skill enhancement based on the training

imparted is considered by the concerned departments for

updating the skill matrix on an annual basis and the same

is communicated to HR department.

• • •

CRITERIA APPLIED FOR EVALUATION OF

TRAINING IMPARTED

Rating is done on a 0-10 point scale in the evaluation form. ‘0’

being poor ‘10’ being outstanding. Employees rating 5 and

below are recommended for refresher course.

The criteria for rating is as follows:

1. Employee’s approach towards his work has been more

positive than before.

2. He is being able to translate his knowledge /learning

into action.

3. His performance level has gone up after attending the

training program.

SLIPPAGE ANALYSIS:

For organizational / Individual / Attitudinal needs, the

training in charge consolidates the slippage’s mentioning

the reasons, in respect to functional / technical training, the

department heads / Section Head consolidate the slippage

duly mentioning the reasons and the same is put up of

review to the Management Review Committee on a

quarterly basis.

Training Budget

Once the training needs is assessed and the no of people to

undergo the training is decided then taking some

parameters into consideration the training budget is

decided.

• • •

The parameters that are taken into consideration are:

No. of employees

Requirements of internal training programs

Video shooting

External faculty fees

External training

Miscellaneous

The training budget takes into consideration that every

employee will undergo will undergo at least 2 training

programs. The budget for the training varies every year.

Though the budget for a year is fixed, reviews are done

every month and if any changes then it is in corporate in

the training budget.

Training Need Assessment system (TNA)

Training needs is assessed on the following criteria:

Current job being performed: Competencies required to

perform his current job and any specific inputs required to

make the person perform his current job in a more

effective manner.

Any anticipated business or technical change in the short

term (Between 1 to 3 years). Any change may be brought

due to change in business strategy, technical / process

changes etc that require a set of new competencies to be

• • •

developed to meet these changes, eg. Introduction of any

new software or application of new technology to a

process.

Based on the potential of the person and looking into his

long term (3 years & above) career growth it may be

required that the employee be introduced to certain

competencies which will be required in the long term, to

enable him to take up roles of higher responsibilities.

List of competencies that would help in identifying

competencies required for the job--

Job related competencies:

Functional competencies (Technical competencies)

Quality, cost

Safety, Environment

HR skills

Behavioral / Managerial competencies:

Interpersonal skills

Problem solving skills

Decision making skills

Communication skills

Business related competencies

Leadership

Risk taking

Strategic thinking etc.

• • •

If needed and as required other competencies can be identified

and added to the broad heads as per the job / individual

requirements. The HOD or supervisor to consultation with the

concerned person who is being assessed does the TNA.

CONTRACT LABOR

At Belgaum works, besides the regular employees, there is a

need for large no. of workers also. This requirement is fulfilled

by using contract laborers and Mr.E.V.Bhat looks into this

aspect and is part of the HR structure of the organization.

There are two categories of contractors who

work for the plant, they are the registered contractors and petty

contractors.

The registered contractors are the ones who

have been associate with the company for the past 25-30 years.

These contractors look into the housekeeping, cleaning,

moving of goods, bagging, drainage, sweeping and canteen.

These are 4 such contractors and they have a worker strength

of around 700. These workers are unionized and a long-term

agreement is drawn once in 3 years with the workers and their

employees. The company facilities this discussion and gives

suggestion. These workers get all benefits of fulltime

employees. Every contractor has to take a gate pass and ESI

forms all have to fill so that in case of some accident, all that is

borne by the ESI and it is seen that the worker gets minimum

wage and medical facility in case of emergency.

• • •

In conclusion to the total working of the HR department

and the organization the following observation have been

made

Belgaum works values its people as key value drivers for

creation of business excellence. The integration of Human

Resource is done in all processes at Indal. It is the policy

of Belgaum works to educate, motivate and involve

employees in the fulfillment of the Quality goals.

The Human Resource requirement as aligned with the

company goals, through short term & long term plans

based on the business needs & customer requirements. The

long term and short term plans based of the company

forms the input for drawing the goals for the year. This in

turn is taken further for drawing up of departmental and

personal objectives.

Keeping view the business need to replenish the skill gaps

occurring due to retirements of operatives in the next 5

years. Trainee Scheme is evolved.

Annual Performance Award for Management staff are

linked to the assessment of individual fulfillment of

personal objectives. To encourage innovations and

outstanding performance, awards viz, outstanding

achievement awards, awards for Kaizens and Focus

improvements are instituted.

• • •

Monthly HR report is prepared detailing the employee

strength, training imparted, absenteeism, employment cost,

disciplinary cases in progress are shared.

Surveys conducted periodically to assess the level of

employee satisfaction and HR department draws the action

plan and identifies areas for improvement. The results of

the survey are shared in the Results Section.

The job Allocation meeting is being held daily & reviewed

for improvement. The World-class Manufacturing teams

numbering 46 are operating with self-direction to achieve

the objectives.

Standard Operating Procedures are in place, Kaizen and

Focused Improvement Scheme are in place bringing out

innovative and creative ideas of employees and the same

are rewarded and implemented.

The Communication Meetings, Joint Safety Committee

Meetigs, Joint Cnateen Meetings, Area Safety Meetings,

are held regualarly to encourage employee participation.

The organization has evolved a systematic approach to

identify the training needs of employees for skill and

competency building to meet the challenges of current

business seenario. Training plans are formulated and

implemented to enhance skill and knowledge level of the

employee to achieve the desired performance.

The Employee Satisfaction Surveys are done periodically

by an external agency to measure the employees’ levels of

• • •

satisfaction and steps are taken to implement feasible

suggestions as per the requirement of the organization and

to boost employee morale.

Safety, Health & Work Environment systems are audited

& reviewed periodically.

The company recognizes that the conduct and effectiveness of

an organizations are mainly anchored to the quality of its

workforce. In order to fulfill its purpose and to achieve its

objectives the company requires commitment and dedication of

its employees who place high value not only in the interest of

the company but also in the interest of other individual entities.

Some main objectives are – 1. To operate at a level of profitability which will ensure the

long term economic viability of the company by providing

a return on equity, which compares favorably with other

industries of similar capital intensity and risk which will

enable the company to attract adequate to support its

growth.

2. To aspire towards a high level of operating technical and

marketing excellence and to make the optimum use of

assets, which will ensure a strong competitive position in

the markets served by the company.

3. To improve the process of managing the company affairs

through proper planning, timely implementation of plans

and regular performance reviews.

• • •

4. To sustain an organization of able and committed

employees to provide them with opportunities for growth

and advancement.

5. To recognize and seek to balance the interest of

shareholders, employees, customers, suppliers,

government as well as the public at large.

6. To faster a culture of innovation with the application of

new ideas and methods to solve business problems and

seize opportunities.

FUTURE OUTLOOK— The company’s business strategy is to ensure

profitable growth in the future will be through:

1. Realization of synergy gain with HINDAL CO to ensure

better market position, combining INDAL’S strengths in

Alumina and downstream segments with HINDAL CO’s

advantage in primary metal.

2. Higher assets utilization across plant location,

particularly leveraging the benefits of the upgraded

rolling mills as well as taking steps to optimize use of

idle physical infrastructure assets and enriched product

mix for higher returns from existing assets.

3. Cost control efforts including better logistics, higher

operating efficiencies and improved working capital

management.

• • •

STRATEGIC GROWTH PLANS—

All capex plans pertaining to INDEL, for which a

sum of Rs.2000 crore has been car marked, will be undertaken as

planned under the acgis of HINDAL CO among these are—

1. The expansion of its metal capacity to 100000 MT per annum.

2. Its power generating capacity to reach 267.5 MW at Hirakud.

3. Ramping up the alumina plant at Muri to 500000 MT per annum.

…………………………………………………………………………………

…

• • •

The Research design is descriptive.

Data collection met

The information necessary for this survey is collected by

trapping secondary sources.

SECONDARY SOURCES

Previous reports on employee satisfaction.

Related information from internet.

Books and Publication.

It is realizing the direct relationship between happy employees.

The key measure to employee satisfaction is,

Employee retention

Productivity

Customer satisfaction

Profitability

• • •

EMPLOYEE RETENTION

Employee retention refers to the ability of an

organization to retain its employees. Employee retention can

be represented by a simple statistic (for example, a retention

rate of 80% usually indicates that an organization kept 80% of

its employees in a given period). However, many consider

employee retention as relating to the efforts by which

employers attempt to retain the employees in their workforce.

In this sense, retention becomes the strategies rather than the

outcome.

A lack of satisfaction and commitment to the

organization can also cause an employee to withdraw and

begin looking for other options so the company provides

accommodation and transport from branch to plants. Hindalco

benefits and perks, including insurance benefits, retirements

benefits, and vacation policy reported by the employee of

hindalco.

PRODUCTIVITY

Productivity describes various measures of the

efficiency of production. A productivity measure is expressed

as the ratio of output to inputs used in a production process, i.e.

output per unit of input. Productivity is a crucial factor in

production performance of firms’ production. Hindalco’s

aluminium rolled products is a prime source for all major

brands and are used in a multitude of industrial segments.

• • •

Building sheets

Ever last, a Hindalco brand, launched in December

2002, is made of aluminum and is ideal for all roofing and

cladding needs. It is easy to use, durable and economical to

work with. Using aluminum for roofing has many benefits.

Closure stock

Hindalco's closure stock is rolled to very fine

tolerances to yield more closure per ton of stock and to allow

uninterrupted operation of high-speed, multiple-cavity

presses. Its strength, high formability, low earring and

printable surfaces make it ideal for pilfer-proof caps and vial

seals.

Fin stock

By meeting stringent specifications of globally

competitive companies, Hindalco's flat fin stock has proved

its worth in air conditioners, car radiators and heat

exchangers. With the help of high-quality ingots, state-of-the-

art gauge and shape control and precision slitting, we

manufacture fin stock that has tight gauge tolerances and

excellent slit edges. A tight build-up combined with internal

sound metallurgical properties produce good draw ability

required for all types of finning;

Hot rolled plates

As one of India's largest producers of flat rolled

products, Hindalco's aluminum sheet is produced from its

own cast slabs or continuous cast coils, rolled down to

customized thickness, gauge and tolerances. Our hot rolled

plates are durable and deliver long lasting performance.

• • •

Pattern sheets

Hindalco's pattern sheets are ideal for decorative

applications and interior panelling for trucks, cabins, etc.

Available in five designs — diamond, five-bar, two-bar,

propeller, north star — the sheets can be bent easily or curved

to take the shape of the structure in which they are fixed.

Pattern sheets are light, rust-free, hygienic and easy-to-clean

and because they are made from aluminium, they are resistant

to corrosion and denting.

The sheets are manufactured with state-of-the-art equipment

employing sophisticated process technology. With stringent

quality control measures in place, the company sets the

standard in aluminium panelling.

Cable wrap stock

Hindalco meets global standards in the manufacture

of its cable wrap stock, which is widely used in various cable

brands.

With the help of high-quality ingots and state-of-the-art control

systems, Hindalco manufactures cable wrap stock with tighter

gauge tolerances and meets excellent elongation and length

requirements.

• • •

Cold rolled coils

Hindalco's cold rolled coils are precision-finished

to match international standards. They have good shape, high

tolerance, versatility and blemish-free surfaces. They are used

in commercial and general engineering applications such as

bus bodies, cladding and fan blades. The company meets the

demands of its ever-growing clientele with continuous

upgrades and process improvement.

Flooring sheets / tread plates

The high strength-to-weight ratio and raised anti-

skid patterns, make Hindalco's flooring sheets ideal for use in a

number of flooring allocations, especially for bus, truck and

rail coaches, loading bays, kick plates, stair treads and

catwalks.

The aluminium flooring sheets and plates are resistant to

corrosion and denting and able to withstand severe conditions

of abrasion.

Light, rust-free, hygienic and easy-to-clean, Hindalco's sheets

and plates are manufactured with state-of-the-art equipment

and sophisticated process technology. Stringent quality control

measures have made them a standard in the aluminium flooring

market.

• • •

Lamp cap stock

Hindalco's lamp cap stock combines strength and

high formability with high resistance to softening in vitriting.

Manufactured at modern and well-equipped mills, it can be

rolled to very fine tolerances, allowing more caps per tonne of

coil and enabling uninterrupted operations of high-speed

forming presses.

PCB entry sheets / coils

Hindalco's Printed Circuit Board (PCB) entry

sheets are manufactured with state-of-the-art equipment

which matches international standards. Tight thickness

tolerance, flatness, dimensional accuracy and grease-free

surface and hardness optimal for burr-free drilling required in

the manufacture of PCB are ensured.

Circles

Hindalco offers circles, also known as flat circular

sheets, in a variety of diameters and thicknesses to meet

specific needs. Extensively used in the manufacture of pressure

cookers, non-stick cookware, coated cookware, cans, etc., they

have earned the trust of many leading brands.

Continuous upgrades and process improvement enable us to

keep pace with the demands of our ever-growing clientele.

• • •

Cold rolled sheets

Hindalco's cold rolled sheets are precision-finished

to meet the international standards for tight thickness,

tolerance, flatness and dimensional accuracy. Sound

metallurgical properties for further fabrication, anodizing

characteristics and a blemish-free surface make it useful in

both commercial and general engineering applications.

Foil stock

Hindalco's foil stock is produced from high-quality

rolling ingots and Comcast coils. Manufactured with

sophisticated equipment, the foil stock is free of surface and

sub-surface defects. Matching international quality standards, it

can be rolled to thin gauges of aluminium foil for a number of

applications.

Stringent quality checks ensure a world-class range of sheets,

extrusions and foil products from Hindalco. Continuous

upgrades and process improvement enable it to keep pace with

the demands of its ever-growing markets.

Lithe stock

Hindalco meets international standards in the

manufacture of lithe stock used for high-quality reproduction

needs in offset printing.

Rolled from scalped ingots using sophisticated, state-of-the-art

rolling facilities for shape and gauge control, Hindalco's lithe

stock is tension levelled to ensure flatness and then solvent

cleaned to remove excess oil and loosen aluminium fines.

• • •

Spiral fin stock

Hindalco's spiral fin stock is an established product

in the market for heat exchange applications. With the help of

high-quality ingots, state-of-the-art gauge and shape control

and precision slitting, we manufacture fin stock that has tight

gauge tolerances and excellent slit edges. A tight build-up

combined with sound internal metallurgical properties makes

it suitable for all types of finning. The product meets the

stringent specifications of globally competitive companies.

CUSTOMER SATISFACTION

Customer satisfaction (often abbreviated as

CSAT, more correctly CSat) is a term frequently used in

marketing. It is a measure of how products and services

supplied by a company meet or surpass customer

expectation. Customer satisfaction is defined as "the

number of customers, or percentage of total customers,

whose reported experience with a firm, its products, or its

services (ratings) exceeds specified satisfaction goals.

• • •

"Customer satisfaction provides a leading indicator of

consumer purchase intentions and loyalty ." Customer

satisfaction data are among the most frequently collected

indicators of market perceptions. Their principal use is

twofold. In hindalco Industries, the collection, analysis and

dissemination of these data send a message about the

importance of tending to customers and ensuring that they have

a positive experience with the company.

• • •

PROFITABILITY

Profitability is the ability of a business to earn a profit. A

profit is what is left of the revenue a business generates after it

pays all expenses directly related to the generation of the

revenue, such as producing a product, and other expenses

related to the conduct of the business activities. In hindalco the

expansion of in metal capacity to 100,000 MT per annum. Its

power generation capacity to reach 267.5 MW at hirakud. In

the year 2014 the operating profit and gross profit was between

3000. And the year 2017 it increases upto 5000.

Hindalco profitability chart

Year 2014 march to 2017march

0

5000

10000

15000

20000

25000

30000

35000

40000

March'17 March'16 March'15 March'14

PROFITABILITY

Sales operating profit Interest Gross Profit EPS (RS.)

• • •

Findings The supervisor / HOD should give regular feedback on

performance by holding informal meetings with each

individual. HOD should appreciate and encourage

employees to work hard.

If the top management is not able to keep any

promises it should give the reason why it has not able to

keep promises. This information should be

communicated to all employees.

All the employees should be treated equally and there

should not be any bias treatment.

If an employee has gained additional skill he should

be assigned task so that he can utilize his skills.

The administration policies should be updated so that

all the employees are aware of the policies.

HR should convince the employees and make them

believe that HR department is for their well being.

Besides staff meetings HR should conduct social

gatherings for all department so that the relation between

• • •

HR and the employees will improve. This will help the

employees to express their problems freely and frankly.

The training needs of the employees should be

reviewed at least twice a year. Based on that training

programs should be conducted to all the employees.

Day to day work related training should be provided

that is 80% job related and 20% on management skills.

Conduct the workshop on team development. So that

all employees are aware of the benefits of teamwork.

Yet more concentration or more measures should be

taken for the safety.

Job related training should be given once in 6 months.

If the employees request for facilities such as phone,

printer etc; it should be checked whether this really

necessary and it should be provided.

Opportunity should be given to the employees to

express their views, ideas.

Cultural activities should be held to further motivate

the employees to attain the goal.

• • •

Communication method should be improved, it should

be easily understable by each employee.

In case of vacancy, advertisement should be made

with in the company and internal recruitment should be

given more preference over external recruitment, this will

give the employees opportunity for career development

and increase loyalty.

…………………………………………………………………

…………………………………………………………………

• • •

Employee satisfaction is the realizing the direct

relationship between happy and unhappy employees.

Following are the dimensions of employee

satisfaction:

Employee retention

Productivity

Customer satisfaction

Profitability

All the above mentioned factors are obtained only if the

employees are satisfied and organization has improve the

welfare to enhances the working condition.

• • •

(a) “MOTIVATION TO WORK” ---

Herzberg Fredrick

(b) “WEBSITES”--

https://www.slideshare.net/BabasabPatil/employee-

satisfaction-level-at-hindalco-industries-project-report

http://www.hindalco.com/our-businesses/aluminium-

overview/aluminium-flat-rolled-products/products

https://money.rediff.com/companies/Hindalco-Industries-

Ltd/15040001?srchword=Hindalco+Industries+Ltd.&snssrc=s

ugg