COLLEGE CERTIFICATE

This is to certify that Mr. Harshad N. Karekar Roll no. 13213 student of Master of Management Studies has undergone completed his Summer Internship Project having topic To understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited, PatalgangaManufacturing Division(Petrochemical)as a partial fulfillment of requirement for award of degree of Masters of Management Studies from University of Mumbai academic year 2013-2015.

Dr. N. Mahesh Dr. D.G BorseGuide and HeadDirector

CERTIFICATE

This is certify that the project entitled To understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited, Patalganga Manufacturing Division(Petrochemical) is bonafied work of HarshadNitinKarekar(Roll No.13213) submitted to University of Mumbai in partial fulfilment of the requirement for the award of degree of Postgraduate in Master of Management Studies.

( Name& sign) (Name & sign) Guide Co-Guide

(Name & sign) (Name & sign) Head of Department Principal

Declaration

I declare that this written submission represents my ideas in my own words and where others ideas or words have been included, I have adequately cited and referenced the original sources. I also declare that I have adhered to all principels of academic honesty and integrity and have not misspresented or fabricated or falsified any idea/data/fact/source in my submission. I understand that any violation of the above will be cause for disciplinary action by the institute and can also evoke penal action from the sources which have thus not been properly cited or from whom from proper permission has not been taken when needed.

(Signature)HarshadNitinKarekar

ACKNOWLEDGEMENTMy mentors Mr. Thomas Eso and Ms. PriyankaGholap..I would like to express my sincere thanks to Dr. D.G. Borse, Director, A.C. Patil College of Engineering and Management Research, for providing me with this opportunity.I would also like to acknowledge with much appreciation the crucial role of my guide Dr. N. Mahesh, Head of Department, MMS who gave his valuable inputs and support throughout the project and also helped me write this report.

Special thanks go to my mentor Prof.NilimaAshthankar. who provided me with useful information during the project.

I also thank Prof. DevashreeGadgiland Prof. ShamliKirpanefor their guidance and support.

(Signature) HarshadNitin.Karekar

EXECUTIVE SUMMARY To create organizational effectiveness, business leaders need to focus on aligning and engaging their employee, the employee management systems, the structure and capabilities (including organizational culture) to the strategy. Our results confirm that this engagement is critical - put simply, it results in higher financial performance, higher job satisfaction and higher employee retention. An organization that can sustain such alignment will achieve increased business results. This document provides information and insight into organizational effectiveness and how you can make it happen. The ability of the organization to attainits goals largely depends upon the effectiveness of its Employee Engagement Programmed. Therefore it deserves greatplanning and care to formulate and implement Employee Engagement strategies. The main objectives of the project is to study the existing process ofEmployee Engagement in an wellreputed organization , to explore thecurrent trends in the industry in Employee Engagement practices. A detailed and exhaustive exploratory research is done over the net through relevant websites to delineate appropriate Employee Engagementmethods to understand the current trends in the Industry andto know the company profile. A questionnaire was undertaken as a tool for the extraction of the effectiveness of the Employee Engagement & job satisfaction.The candidates from Reliance Industries Limited, Patalganga Manufacturing Division(Petrochemical) had answered the questionnaires. The answered questionnaires were, then analyzed. To define ina capsule, it was more ofan observation to find the effectiveness of Employee Engagement.

TABLE OF CONTENTSCompany CertificateCollege CertificateGuide CertificateDeclarationAcknowledgementExecutive Summary

1. Chapter 11.1 Introduction1.2 Introduction to the topic1.3 History of the company1.4 Objective of the study1.5 Scope and need of the study1.6 Hypothesis1.7 Limitation of the study

2. Review of literature3. Human Resource Management

4. Research Methodology

4.1 Collection of data4.2 Tools and techniques used

5. Analysis and interpretation6. Conclusions

7. Annexure

8. Suggestions and Recommendations

9. References and Bibliography

Chapter 1

IntroductionEmployee engagementis anemergent propertyof the relationship between an organization and its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about theirworkand so takes positive action to further theorganization's reputation and interests.An organization with 'high' employee engagement might therefore be expected to outperform those with 'low' employee engagement, all else being equal."the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances." Kahn (1990).In 1993, Schmidt et al. proposed a bridge between the pre-existing concept of 'job satisfaction' and employee engagement with the definition: "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." This definition integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991).Defining employee engagement remains problematic. In their review of the literature in 2011, Shuck and Wollardidentify four main sub-concepts within the term:1. "Needs satisfying" approach, in which engagement is the expression of one's preferred self in task behaviors.2. "Burnout antithesis" approach, in which energy, involvement, efficacy are presented as the opposites of established "burnout" constructs: exhaustion, cynicism and lack of accomplishment.3. Satisfaction-engagement approach, in which engagement is a more technical version of job satisfaction, evidenced by Gallup's own Q12 engagement survey which gives an r=.91 correlation with one (job satisfaction) measure.4. The multidimensional approach, in which a clear distinction is maintained between job and organizational engagement, usually with the primary focus on antecedents and consequents to role performance rather than organizational identification.Definitions of engagement vary in the weight they give to the individual vs the organization in creating engagement. Recent practice has situated the drivers of engagement across this spectrum, from within the psyche of the individual employee (for example, promising recruitment services that will filter out 'disengaged' job applicants to focusing mainly on the actions and investments the organization makes to support engagement.

Generating engagementWhile it is possible to measure engagement itself through employee surveys, this does not assist in identifying areas for improvement within organisations. To manage employee engagement upwards, it is necessary to identify what drives engagement. Some points from research into drivers of engagement are presented below: Employee perceptions of job importance- "...an employee's attitude toward the job's importance and the company had the greatest impact on loyalty andcustomer servicethan all other employee factors combined." Employee clarity of job expectations- "If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." Career advancement/improvement opportunities- "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." Regular feedback and dialogue with superiors- "Feedback is the key to giving employees a sense of where theyre going, but many organizations are remarkably bad at giving it." "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'" Quality of working relationships with peers, superiors, and subordinates- "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss." Perceptions of the ethos and values of the organization- "'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, it is unlikely to engage employees." Effective Internal Employee Communications- which convey a clear description of "what's going on". "' Reward to engage- Look at employee benefits and acknowledge the role of incentives. "An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement."Commitment theories are rather based on creating conditions, under which the employee will feel compelled to work for an organization, whereas engagement theories aim to bring about a situation in which the employee by free choice has an intrinsic desire to work in the best interests of the organization. Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact, and their link to important work outcomes.From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization.

Introduction to topicHiring and maintaining employees who are thoroughly engaged in their work and demonstrate a true commitment to see your companys mission accomplished is one of the best investments your company can make. Good employees will have a more direct and significant impact on your bottom line than almost any other single area you can spend money on.Finding good employees is one thing, butkeepingthem happy and engaged is just as critical to make sure you can retain them for the long term. Here are five effective activities you can use right now to make sure you get the best results out of your most valuable resource.

1. Celebrate SuccessesEveryone enjoys having their hard work recognized, and its one of the least expensive and most effective motivators out there. In fact, recognition often outperforms monetary rewards as a motivating factor for employees.While a private pat on the back is always appropriate, recognition goes even further when others learn about it. Make a habit of recognizing successes publicly, by making announcements, handing out awards, and citing names and accomplishments in company publications and on the website. For employees who consistently outperform, reward them with a promotion and increased job responsibilities.

2. Encourage Open CommunicationUnlike the old saying about children, employees dont want to be seen but not heard.To be fully engaged in their jobs, employees need to feel free to express their views on subjects that affect their work, and they need to feel that what they say is actually being heard. Open communications is one of the simplest steps you can take to keep employees actively engaged as a part of the company. This isnt limited to traditional HR areas such as working conditions, benefits, or dress code. Long-term business strategy is always on the minds of employees who really want to make a difference, and their unique perspective of working on the front lines can provide them with valuable insights that senior managers might miss.Create and promote multiple ways employees can learn about whats going on in the company and opportunities for them to offer feedback or suggestions that will actually be heard and considered. For example, consider a company newsletter, a regularly updated intranet, or a monthly Letter from the CEO, which poses questions to the employees and gives them an opportunity to respond straight to the top. This kind of interaction boosts engagement and goes directly toward improving the bottom line.

3. Offer Real-time Progress ReportsCommunicate the companys goals clearly, then keep employees apprised of how theyre doing in helping to reach those goals.An employee shouldnt need to wait until their annual performance review to know how they are doing. The best company leaders offer continuous feedback so their employees always know where they are excelling and where there is an opportunity for improvement.While C-level executives are often privy to reams of big data about the company, employees are always interested in how their individual efforts are affecting the organizations progress. If you want your employees to be thoroughly engaged in the success of the company, consider them among the group that needs to know all the high-level information executives use to keep their fingers on the pulse of the business.Transparency balanced with positive reinforcement creates an environment of trust and mutual accountability.

4. Choose a Cause and Do Some GoodMany companies have found astrategic corporate philanthropyprogram or employee volunteering initiative to be one of the most effective employee engagement activities available, as it combines team building, skill development, and leadership along with the positive feelings that come from doing good.To accomplish the most good on both fronts, have employees participate in choosing some causes that are important to them, then provide them with as many opportunities as possible to give monetarily and through volunteering. Keep everyone apprised of how the charitable efforts are succeeding just as if they were another corporate business initiative, and be sure to celebrate success.5. Have Fun TogetherDont fall into the trap of pushing your employees toward higher and higher levels of productivity and efficiency without taking into account the need for rest, relaxation, and balance. Make it a point to set aside times for employees to have fun.Even the mostengaged and effective employeeswill burn out if pushed too hard, so it is essential to make having fun a part of the overall culture theyre supporting.Use holidays, corporate milestones, or even just random events as opportunities for employees to let their hair down for a while and just enjoy each others company in way that isnt focused on business. As friendships develop in new and unexpected ways, the end result is a company where everyone truly enjoys going to work and being among their coworkers.

Enthusiastic people brighten up the hospital and are passionate and dedicated to what they do. To keep the enthusiasm levels high Kohinoor Hospital organises different activities such as

New employee introduction

Birthday Bash

Employee of the Month

Informal Presentation by different departments

Games

Snacks

Learning centre (LC)Training & development LC coordinating for the purpose of any training by mails ,by phone and other communications to all HODs & employees Programs:- Health Safety Environment & Fire (HSEF) Training. Cluster Development Program (For technical staff). Cluster Development Program (For non-technical staff). Review of Fire training to each employee. Knowledge sharing program on every Friday. For new commerce: Safety training program. Induction program: Overall view of plant. Gives detailed information about RIL PMD. Coordinate with respective mentors. Carrier development: Values &behaviour. Management skill. Time management. All management related soft skill. Stress management. Supervisory development skill. Leadership skill: Foundation of leadership. Leadership, coaching & mentor training program. Strategy deals with change. Writing skills. Time management (special program). GET/DET Program:Phase 1: Technical program. HSEF orientation. On job training program. Phase 2: Familiarizations with plant & equipment. Basic personal effectiveness. GET/DET Confirmation Program.

Fire is also a serious hazard and is normally regarded as having a disaster potential lessthan explosion or toxic release that can be controlled at the incipient stage. Certainexamples are tank fire, pool fire, jet flame fire, flash fire, pump fire, flange fire, duct fire,cable tray fire, etc. A fire involving a storage tank is serious and would require severaldays of fire fighting

Toxic Gas ReleaseRelease of toxic chemicals in the form of gases and vapours can pose major hazards ifproper care is not taken. Such hazards presented by a toxic release depend on the durationof exposure and on the chemical itself. It ranges from a sudden brief exposure at highconcentration to a prolonged exposure at lower concentration over a working lifetime.

Oil & chemical SpillThis procedure deals with uncontrolled release of oil & chemical. Spill may occur on landor on water. Spills on land are relatively simple to handle. They normally requirecollection and transfer of oil and clean up of oily mud. Special attention is given to preventthe pollution of water resources and aquatic life. Spill on water surface is more difficult tohandle and requires immediate emergency response.

Emergency OrganisationAn emergency organisation is established depending upon level of emergency. TheOrganogram of the emergency management team showing the reporting of various keymembers for different levels of emergency are as per the charts given on the foregoingpages

EMERGENCY ORGANISATIONLEVEL - 1NoteProvide leadership and guidance to the Emergency Response team. Inform and appraise at regular intervals regarding the situation to top management. Take strategic and technical decisions in line with the incident scenario to terminatethe cause of emergency. Ensure that all necessary support services are activated. Liaise with external support services - national and international. Liaise with the senior officials of Police, Fire Brigade, Medical and FactoryInspectorate and pass on information on possible effects to the surrounding areasoutside the factory premises and necessity of evacuating the area and moving thepeople to safe places. Requisition for mobilisation of Mutual Aid members. Ensure logging of all the emergency activities and incoming and out goingmessages. Initiate post-rehabilitation of the affected area. Brief the press and media about the emergency status.

Fire Coordinator Report to the Incident Controller at the scene of emergency. Assess the magnitude of the emergency, appraise and advice Incident Controllerregularly. Deploy a Fire Officer at CECR for technical assistance to key members. Develop and direct the line of action for fire fighting and rescue operations. Ensure adequate fire fighting materials, equipment etc. are made available andmobilised to the incident site in time. Seek additional assistance like manpower, fire fighting materials etc. if required. Activate Mutual Aid Scheme, if required. Mobilise adequate turnout suits and BA sets for AFS members. Organise relieving groups for fire fighting and utilize auxiliary fire fighting team. Inform the Incident controller if the situation is brought under control.Safe Assembly Points Safe assembly points shall be located in a safe place away from process risks and in theleast affected downwind direction. All the Safe assembly points inside the patalganga complex shall be clearly marked by agreen circle marked on the floor and provided with an identification number. The list ofSafe assembly points of various plants / facilities are given in Annexure 9. In affected and vulnerable plants, all non-essential personnel (who are not assigned onany emergency duty) shall evacuate the area and report to the declared Safe assemblypoint. Headcount shall be organised by Security In-charge in consultation with the respectiveHSEF coordinator/plant shift Incharge& incident controller at the Safe assembly point.The names and departments of those reporting there shall be recorded. Before reaching an assembly point or subsequently, if it is required to pass through anaffected area or the release of toxic substance, suitable PPE including respirator,helmetsetc should be made available to the people. If the situation escalates beyond control whereby major evacuation of personnel fromthe PG site is required, following locations may be used as temporary shelters foraccommodating personnel:

DET/GET PROCESS AT RIL PG SITE Requirements of GET/DET from RIL PMD(PETCHEM) to Reliance corporate park(Talent Acquisition Group). TAG sent a candidate lists to concerned HR as per requirement. Sorting a candidate data as per requirement of discipline. Create position in respective discipline & initial through the system. Communication with respective candidate( for joining date, traveling details, reaching place, all original certificates identity proof, PAN card & photos) Gives detailed information to that candidate aboiut the company Then all database initial in the system. Generate appointment letter after approved by GMS-TAG. After that hiring process & then on boarding process.

Contract cellProcess: Plant HODs gives requirements to contract cell. Vendor selection by contract cell. Approval note & getting work order by President. Create only vendor gate pass. Verifying all documents as per Govt. rules & regulations like contract labourlicense, insurance policy for his labours(minimum Rs.8000 basic salary) . Company provide Form 5 to vendor. Then Vendor takes permission from Asst. labour Commissioner. Then company provided gate pass to labour for plant requirement work days. After labour hiring process company gives safety training to all this labours. In that agreement company watch minimum wages to all labour.

Documents requirements:From company: Approval note & work order. Company provide gate passFrom vendor: Labourlicence Insurance policy of labours Medical fitness certificate. Bio data of each labour. Under taking form.

Safety:From company: Safety training to each labour. Safety cardFrom vendor: Safety equipment as per company requrments:* Helmets* Safety goggles* Hand gloves.* Uniforms/ boiler suits.* Safety shoes.

About the companyReliance Group

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 66 billion. The flagship company,Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company in India.Backward vertical integration has been the cornerstone of the evolution and growth of Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration and production - to be fully integrated along the materials and energy value chain.The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles, retail, infotel and special economic zones.Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre producer in the world and among the top five to ten producers in the world in major petrochemical products.Major Group Companies are Reliance Industries Limited, including its subsidiaries andReliance Industrial Infrastructure Limited.

"Growth has no limit at Reliance. I keep revising my vision.Only when you can dream it, you can do it."

Dhirubhai H. AmbaniFounder Chairman Reliance GroupDecember 28, 1932 - July 6, 2002

DhirubhaiAmbani founded Reliance as a textile company and led its evolution as a global leader in the materials and energy value chain businesses.He is credited to have brought about the equity cult in India in the late seventies and is regarded as an icon for enterprise in India. He epitomized the spirit 'dare to dream and learn to excel'.The Reliance Group is a living testimony to his indomitable will, single-minded dedication and an unrelenting commitment to his goals.

The Economic Times - Lifetime Achievement Award TNS-Mode Survey - India's Most Admired CEO BrihanmumbaiMahanagarpalika - Civic Address and Civic Reception Acceptance Speech Chemtech Foundation - Man of the Century Award Acceptance Speech Citation FICCI - Indian Entrepreneur of the 20th Century Award Citation Asia Week - Dhirubhai among Asia's 50 most powerful people The Excerpt from Asia Week 1998 The Excerpt from Asia Week 2000 The Times of India - DhirubhaiAmbani voted "Creator of Wealth" of the Century Business Baron - DhirubhaiAmbani voted "Indian Businessman of the Century" The complete cover story DhirubhaiAmbani in Asia Week Hall of Fame The cover story Wharton's Dean Medal for DhirubhaiAmbani Citation and Acceptance Speech Compilation of the felicitations by National Economic and Political Forum Business Week - DhirubhaiAmbani one of "The Stars of Asia" The complete cover story Business India - DhirubhaiAmbani, Businessman of the Year 1993

Products & BrandsThe Company expanded into textiles in 1975. Since its initial public offering in 1977, the Company has expanded rapidly and integrated backwards into other industry sectors, most notably the production of petrochemicals and the refining of crude oil.The Company from time to time seeks to further diversify into other industries. The Company now has operations that span from the exploration and production of oil and gas to the manufacture of petroleum products, polyester products, polyester intermediates, plastics, polymer intermediates, chemicals and synthetic textiles and fabrics.The Company's major products and brands, from oil and gas to textiles are tightly integrated and benefit from synergies across the Company. Central to the Company's operations is its vertical backward integration strategy; raw materials such as PTA, MEG, ethylene, propylene and normal paraffin that were previously imported at a higher cost and subject to import duties are now sourced from within the Company. This has had a positive effect on the Company's operating margins and interest costs and decreased the Company's exposure to the cyclicality of markets and raw material prices. The Company believes that this strategy is also important in maintaining a domestic market leadership position in its major product lines and in providing a competitive advantage.

The Company's operations can be classified into four segments namely: Petroleum Refining and Marketing business Petrochemicals business Oil and Gas Exploration & Production business OthersThe Company has the largest refining capacity at any single location.The Company is: Largest producer of Polyester Fibre and Yarn 5th largest producer of Paraxylene (PX) 5th largest producer of Polypropylene (PP) 8th largest producer of Purified Terephthalic Acid (PTA) and Mono Ethylene Glycol (MEG)

Milestones Starting as a small textile company, Reliance has in its journney crossed several milestones to become a Fortune 500 company in less than 3 decades. Reliance continues to cross newer & bigger milestones in its quest for what is known as"Growth is Life".

Major Milestones2013-2014

Reliance Jio and Bharti signed agreement under which Reliance Jio will utilize dedicated fiber pair on Bharti's i2i submarine cable that connects India and Singapore. The i2i cable system will provide Reliance Jio direct access and ultra-fast connectivity to major hubs across Asia Pacific. RIL and its partners announced a significant gas and condensate discovery (MJ-1 discovery) in the KG-D6 block off eastern coast of India. S&P upgraded the long-term corporate credit rating on Reliance to 'BBB+' from 'BBB', one of the highest ratings by S&P for an Indian corporate and the highest rating by S&P for an Indian Oil & Gas company. The new rating is two notches above the rating for the Indian sovereign. Reliance Jio and Reliance Communications signed agreement for sharing of RCom's nationwide telecom towers infrastructure. RIL-BP announced a new gas condensate discovery off the east coast of India in the deepwater block CY-DWN-2001/2 (CY-D5) in the Cauvery basin. Reliance Jio received Unified License for all 22 Service Areas across India and becomes the first telecom operator in the country to get pan India Unified License. Reliance Jio acquired spectrum in 14 key circles across India in the 1800 MHz band in the spectrum auction conducted by DoT, Government of India. Reliance Jio and Viom Networks signed agreement for sharing of Viom's nationwide telecom towers infrastructure. RIL selected for two offshore blocks (M17 and M18) in Myanmar Offshore Block Bidding Round - 2013. Reliance Jio and ATC India signed a tower sharing agreement for utilizing telecom tower infrastructure of ATC India across the country. RIL commissioned new PFY plant at Silvassa which is the most automated and one of the most environment-friendly plants globally.

Financial Milestones2013

RILs Revenues for FY 2012-13 were Rs. 371,119 crore ($ 68.4 billion), Net Profit was Rs. 21,003 crore ($ 3.9 billion), Networth was Rs. 176,766 crore and Total Assets were Rs. 318,511 crore, unparalleled in the Indian Private Sector. Exports for FY 2012-13 were Rs. 239,226 crore ($ 44.1 billion), 14% of Indias total exports. RIL declared Dividend of 90%. Payout of Rs. 3,092 crore, one of the highest in the Indian Private Sector. During the year, RIL signed $ 4.5 billion equivalent facilities, backed by Export Credit Agencies, which included: $ 2 billion equivalent facility from Euler Hermes, the German Export Credit Agency $ 2 billion facility from the Export- Import Bank of the United States of America $ 500 million equivalent facility from Korea Trade Insurance Corporation, the South Korean Export Credit Agency In January 2013, RIL issued $ 800 million (5.875%) Senior Perpetual Notes. The Notes have no fixed maturity date and the Company will have an option, from time to time, to redeem the Notes, in whole or in part, on any semi-annual interest payment date on or after February 5, 2018 at 100% of the principal amount plus accrued interest. RIL raised $ 1.5 billion from syndicated loan facility. The deal represented the largest bank group for an unsecured syndicated loan with tenor in excess of five years in Asia in 2012 with a strong participation from a total of 28 international and Indian banks. RIL received the Best Loan Syndication in Asia and Best Corporate Issuer in Asia awards for 2012 from The Asset, a leading Asian financial publication for this deal.

2012

RILs Revenues for FY 2011-12 were Rs. 339,792 crore ($ 66.8 billion), Net Profit was Rs. 20,040 crore ($ 3.9 billion), Networth was Rs. 166,096 crore and Total Assets were Rs. 295,140 crore, unparalleled in the Indian Private Sector. Exports for FY 2011-12 were Rs. 208,042 crore ($ 40.9 billion), 14% of Indias total exports. RIL declared Dividend of 85%. Payout of Rs. 2,941 crore, one of the highest in the Indian Private Sector. Reliance Holding USA Inc., a wholly-owned subsidiary of RIL raised $ 1.0 billion through the issuance of 5.4%, 10-year Guaranteed Senior Notes in February 2012. Reliance Holding USA Inc., a wholly-owned subsidiary of RIL raised $ 500 million through the issuance of 5.4%, 10-year Guaranteed Senior Notes in February 2012. RIL signed a $ 400 million equivalent facility backed by guarantee from SACE, the Italian Export Credit Agency, with a door-to-door tenor of 13 years to part-finance the expansion of its petrochemical facilities, to set up a new gasification plant and refinery off-gas cracker.

Major Subsidiaries & AssociatesMajor Subsidiaries:

Reliance Netherlands B.V.

Reliance Retail Limited

Reliance Jamnagar Infrastructure Limited

Reliance Haryana SEZ Limited

Reliance Industrial Investments and Holdings Limited

Reliance Ventures Limited

Reliance Strategic Investments Limited

Reliance Exploration and Production DMCC

Reliance Industries (Middle East) DMCC

Reliance Commercial Associates Limited

RIL (Australia) Pty Ltd

Recron (Malaysia) SdnBhd

Gulf African Petroleum Corporation (Mauritius)

GAPCO Tanzania Limited

GAPOil Tanzania Limited

GAPCO Kenya Limited

Transenergy Kenya Limited

GAPCO Uganda Limited

GAPCO Rwanda Sarl

GAPOil (Zanzibar) Limited

Reliance Fresh Limited

Retail Concepts and Services (India) Limited

Reliance Retail Insurance Broking Limited

Reliance Dairy Foods Limited

Reliance Retail Finance Limited

RESQ Limited

Reliancedigital Retail Limited

Reliance Financial Distribution and Advisory Services Limited

Reliance Hypermart Limited

Reliance Retail Travel &Forex Services Limited

Reliance Brands Limited

Reliance Wellness Limited

Reliance Footprint Limited

Reliance Integrated Agri Solutions Limited

Reliance Trends Limited

Reliance Lifestyle Holdings Limited

Reliance Universal Ventures Limited

Reliance Autozone Limited

Strategic Manpower Solutions Limited

Reliance Gems and Jewels Limited

Delight Proteins Limited

Reliance F&B Services Limited

Reliance Agri Products Distribution Limited

Reliance Leisures Limited

Reliance Retail Securities and Broking Company Limited

Reliance Home Store Limited

Reliance Trade Services Centre Limited

Reliance Food Processing Solutions Limited

Reliance Supply Chain Solutions Limited

Reliance Loyalty and Analylitics Limited

Reliance Digital Media Limited

Reliance-GrandOptical Private Limited

Reliance Vantage Retail Limited

Reliance People Serve Limited

Reliance Infrastructure Management Services Limited

Reliance Petroinvestments Limited

Reliance Universal Commercial Limited

Reliance Global Commercial Limited

Wave Land Developers Limited

Reliance Global Business B.V.

Reliance Global Energy Services Limited

Reliance Gas Corporation Limited

Reliance Global Energy Services (Singapore) Pte. Ltd

Reliance Polymers (India) Limited

Reliance Polyolefins Limited

Reliance Aromatics & Petrochemicals Private Limited

Reliance Energy and Project Development Private Limited

Reliance Chemicals Limited

Reliance Universal Enterprises Limited

Reliance One Enterprises Limited

Reliance Personal Electronics Limited

International Oil Trading Limited

Reliance Review Cinema Limited

Reliance Replay Gaming Limited

Reliance Nutritional Food Processors Limited

Reliance Commercial Land & Infrastructure Limited

Reliance Eminent Trading & Commercial Private Limited

Reliance Progressive Traders Private Limited

Reliance Prolific Traders Private Limited

Reliance Universal Traders Private Limited

Reliance Prolific Commercial Private Limited

Reliance Comtrade Private Limited

Reliance Ambit Trade Private Limited

Reliance Corporate IT Park Limited

Reliance Petro Marketing Limited

LPG Infrastructure (India) Limited

RIL USA Inc.

Reliance Corporate Centre Limited

Reliance Corporate Services Limited

Reliance Convention and Exhibition Centre Limited

Central Park Enterprises DMCC

Reliance International B.V.

Reliance Oil and Gas Mauritius Limited

Reliance Exploration and Production Mauritius Limited

Reliance Holding Cooperatief U. A.

Reliance Holding Netherlands B. V.

Reliance International Gas B. V.

Reliance Exploration and Production B. V.

Reliance Exploration and Production Limited

Reliance Holding USA, Inc.

Reliance Marcellus LLC

Reliance Strategic (Mauritius) Limited

Indiawin Sports Private Limited

Reliance Eagleford Midstream LLC

Reliance Ealgeford Upstream LLC

Reliance Eagleford Upstream GP LLC

Reliance Eagleford Upstream Holding LP

Infotel Broadband Services Limited

Mark Project Services Private Limited

Reliance Energy Generation and Distribution Limited

Reliance Marcellus II LLC

Reliance Industries Investment and Holding Private Limited

Reliance Security Solutions Limited

Reliance Office Solutions Private Limited

GenNext Innovation Ventures Private Limited

Reliance Home Products Limited

Reliance Style Fashion India Limited

Reliance Styles India Limited

Infotel Telecom Limited

Rancore Technologies Private Limited

Reliance Bio-fuel Holding BV

Major Associate:

Reliance Industrial Infrastructure Limited

Objective of study

To understand employee engagement drive. To study onimportance of employee satisfaction.. To understand process of new DET/GET joining process & confirmation process. To study importance of valid ID card, Gate pass & make them available to new joinings. To know the safety & emergency planning. Activities of employee engagement like Reliance Family Day, various competitions, retirement & sendoff ceremony,Family inclusive events. The opportunity an employee has to improve skills. To study ESOS process/ cluster development training. To study value & behavior in RIL-PMD (PETCHEM) To study hiring process of contract labors.

Scope of study

Reduce employee turnover

Pinpoint the factors that drive employee satisfaction / dissatisfaction

Identify key characteristics to look for when hiring

Identify gaps in employee training

Capture upward feedback on managers and directors

Hypothesis

1)The various factors of employee engagement are notsignificantly related with the overall employeeengagement.

2) There exist no significant difference between thevarious employee engagement factors and thedemographic and other variables

Limitation of study

1) Lack of time was the major limitation in the project.2) Many colleges offerthe same course. Due to this the competition is very stiff.3) Shortage of manpower was another limitation. Manpower was needed to collect more data.4) Personal information that the student provide were not correct. Some gave wrong contact number and some gave wrong email id. So the data collected was not fully valid.5) Many people hesitate in giving away their personal information. Because of this it was difficult to track those people at later stages of the project.

Chapter 2

Review of Literature

1) Employee Engagement: The Human Thread Between Sustainability and ResultsThe2014 Sustainable Brands conferencein San Diego gathered some of the most influential companies, organizations and thought leaders in the sustainability space. During the event, one unexpected theme arose over and over: employee engagement and its role in corporate sustainability.A recent PwC studyfound that more than half of recent college graduates are seeking a company that hascorporate social responsibility (CSR)values that align with their own, and 56 percent would consider leaving a company that didnt have the values they expected. As Andy Savitz, author of Talent, Transformation and the Triple Bottom Line put it in a panel discussion on Tuesday: Theyre looking for purpose, not just a paycheck.While some business leaders may have a first-instinct shrug when it comes to employee engagement, it offers scores of benefits for companies. In a 2012 report that compiled 263 research studies across 192 companies,Gallup foundthat companies in the top quartile for engaged employees, compared with the bottom quartile, had 22 percent higher profitability, 10 percent higher customer ratings, 28 percent less theft and 48 percent fewer safety incidents.In a panel discussion on Tuesday,Desso CEO Alexander CollogdEscury called employees a companys most important resource, while Savitz identified employee engagement as the human thread between sustainability, the triple bottom line and business results.In the past, the best business cases for sustainability focused on cost savings. It makes sense: When a company reduces environmental impact, it ups efficiency, reduces waste and reaps the financial benefits. But in recent years employee attraction, engagement and retention has caught up to if not surpassed cost savings as the driving factor influencing companies to embrace sustainability goals.I hear this a lot in companies: The ability to attract and retain really good people partly depends now on how youre managing [the world's] mega challenges, Andrew Winston, environmental strategy consultant and author of The Big Pivot told Triple Pundit in a recent interview. Companies are hearing this in recruiting, even from the millennials who are desperate for jobs.While brand values are surely important to millennials entering the job market, its worth noting that those PwC figures are down from a much more substantial 88 percent in 2008. (The drop may be thanks to a job market that hasnt been too kind to recent grads; more than 25 percent areunemployed or underemployed, compared to just over 10 percent in 2000.)In its report, PwC noted that the importance of corporate responsibility in attracting and retaining young talent is waning in raw numbers alone. But in anexclusive interview with Triple Pundit,Clinton Moloney and Amy Longsworth of PwC championed employee engagement as crucial to a companys success and said in no uncertain terms that corporate responsibility will only become more important in achieving it.Wherever you are in an enterprise, everybody wants to be part of something positive, Longsworth told Triple Pundit. Moloney agreed, pointing to PwCs emphasis on sustainability and social responsibility in its own recruiting.This is a critical part of the strategy for our own firm, Moloney said. Were the No. 1 on-campus recruiter in the United States. So, if youre trying to hire the best and the brightest all over the country, [one of] the distinguishing factors that set us apart from our competitors is that we not only do the sustainability work with our clients, but we do a great deal of it for ourselves.In its most recent move to bolster employee engagement around sustainability while doing social good, PwC made a $150 million commitment over five years to drive up volunteerism in the company. The program, calledEarn Your Future, allows PwC employees to increase financial literacy in children and teens by creating lesson plans for students of all ages.

2) Supercharge Your Employee Engagement This Summer

Even if you are enjoying a lovely summer like we are in San Francisco, as the sun roles in people just seem to run on slow-mo. As people are taking holidays, airport hopping and taking a break from the daily grind, its important to kickstart your team as the summer begins, get them excited and back in the swing of things. Employee engagement is crucial to the success of your team and business momentum. An engaged, motivated employee will move up the ranks and get the recognition they deserve.Jump Back on the Social TrainWith traveling and family time, most people took a break from business social medias the summer begins. Parents and Grandparents uttered more than once, Get off that Facebook thing for once! you know what I meanIts time to get back into it the socialsphere and re-engage your customers, partners and prospects. It is important for an organization to generate buzz on Social Media. Providing co-workers with interesting content can kickstart this. Raise the bar by sharing great content with your employees for them in turn to post across their personal networks.

3) Employee Engagement is loveEmployee engagement seems to be a hot topic in every organisations agenda. Many studies showed a direct correlation to productivity and performance, employers are extremely interested in getting the most out of their people.We all know that employee engagement is about people, however employers look for reward strategies to motivate and engage them, this includes financial rewards, family support, health benefits and personal development.Employers tend to forget that human engaging strategies are the most rewarding. Latest research shows that not everybody is interested in a pay rise or a promotion, the trend shows that an increase of praise from senior leadership and direct managers are now most appreciated.If employee engagement is about people...a questions springs to mind...How can I make people happier, more involved, more satisfied and therefore more engaged ?You can start by looking at finding ways to connect on human level, showing an interest to the other individuals life including family circumstances and getting to know them well is a great way to start. We are talking human being, so finding ways to bring a good feeling to them by praising their efforts and every single thing that they do well. This represents a huge opportunity to engage and thats where many businesses miss out, possibly their leaders, managers, or executives dont have that awareness yet.Bearing in mind humanity and the need to support each other on a human level. Ask yourself the question.do I feel that your line manager or boss actually cares about me ?Once again show your staff that you care, not by telling them, but showing them with actions, kindness and respect go a long way.

4) Optimizing Employee Engagement Globallythough manufacturing goods in Asia, Latin America and Eastern Europe offers electronics companies and their manufacturing and solutions partners significant economic advantages, this strategy is not a panacea. When employees feel a company is not meeting their needs, the results can be expensive from high turnover and the cost of hiring and training replacements to low productivity and a suffering reputation.Ensuring employees are happy and fulfilled is not only the right thing to do, but it's also good for business. Companies striving for this must often rethink their approach to employee engagement, not just individual initiatives but the overall culture. By carefully evaluating employees' situations and needs and implementing corporate best practices adapted to these different scenarios, manufacturers can improve performance.Whether it involves better onboarding to make new workers feel at home, training for career advancement or guidance in people management for front-line supervisors, a strategy for improving the employee experience can pay big dividends for everyone.

Global Engagement ChallengesRegional differences, including culture and laws, play a significant role in engaging employees. In China, higher wage rates and increasing labor shortages have defined the market in recent years. Employees many of whom have moved hundreds of miles for work have their choice of jobs in China's manufacturing-intensive regions and may be easily persuaded to change jobs for a small increase in compensation.Ensuring employees have professional and social connections, fair pay and a safe and respectful working environment is key. They must feel comfortable with the company culture and that they are contributing to the company's success in order for them to stay.In Mexico, where employees typically have extended families nearby, it is important to make certain that they have access to medical care, transportation and schedules that allow them to care for their children. It can be powerful for companies to invest in community-support services such as schools and health centers.Engagement from the Ground upMany electronics original equipment manufacturers (OEMs) and service providers tackle the basics of engagement by providing on-campus dormitories and meals for employees in certain countries, transportation from offsite locations, and health and safety programs. Additionally, a strong corporate commitment to investing in development programs is needed to drive success.Following are a few examples of initiatives that target the full spectrum of engagement needs.Welcoming New EmployeesConducting extensive onboarding of new employees makes them feel at home in the organization. For example, the global program at Jabil Inc. focuses on three groups: production employees, office employees and managers. Every employee is given a "buddy," and co-workers from the same home town are encouraged to reach out to the new hire. The company also provides a special kit with a discount card for local stores and information about the next job level to which the worker can aspire. Educational funding is offered to help employees prepare for advancement. Empowering Individual AdvancementTraining and education are critical to empower individual advancement. The goal should be to develop competitive, knowledgeable and skilled employees committed to continuous improvement, learning and critical thinking.At Jabil's Employee Development International Institute in China, employees are trained for six months in functional skills, English and leadership. In Mexico, another program enrolls high-performing production workers for a year of development in functional skills, English, leadership and university training. In 2013, Jabil delivered more than 500,000 hours of training and education to employees through online and classroom instruction.Guiding Frontline ManagersA manager engagement toolkit can help managers motivate their employees. A structured manager training program will promote the corporate culture and values, which should be part of manager development.5) Best Of Blogs: Employee EngagementAs an executive, keeping employees engaged may be your biggest challenge. Last month,Fast Companyreported that 74% of workers want to walk away from their jobs. Whether its burnout, a perceived lack of appreciation, or a disconnect between the priorities stressed by the company and those expressed by the customer, if people dont want to do the job their given, theyre disengaged. How do companies on theFortune 2014 Best Companies to Work For Listlike Google, Salesforce and NetApp keep their people engaged? Whats their secret?According toFast Company, To achieve engagement, senior managers need to stop acting like great kings of old, raising statues in their own honor to boost morale. Instead they should be like a sports teams supporters, cheering everyone else on.

ConclusionEmployee engagement is attracting a great deal of interest from employers across numerous sectors. In some respects it is a very old aspiration the desire by employers to find ways to increase employee motivation and to win more commitment to the job and the organisation. In some ways it is new in that the context within which engagement is being sought is different. One aspect of this difference is the greater penalty to be paid if workers are less engaged than the employees of competitors, given the state of international competition and the raising of the bar on efficiency standards. A second aspect is that the whole nature of the meaning of work and the ground rules for employment relations have shifted and there is an open space concerning the character of the relationship to work and to organisation which employers sense can be filled with more sophisticated approaches.But there is reason to worry about the lack of rigor that has, to date, often characterised much work in employee engagement. If we continue to refer to engagement without understanding the potential negative consequences, the core requirements of success, and the processes through which it must be implemented, and if we cannot agree even to a clear definition of what people are supposed to be engaged in doing differently at work (the engaged in what question), then engagement may just be one more HR thing that is only here for a short time. On a positive note, there is now a wider array of measurement techniques with which to assess trends in engagement and an associated array of approaches to effect some change. Thus, aspiration can more feasibly be translated into action.

Chapter 3

Human resource management

Human resource management is a function in organizations designed to maximize employee performance in service of their employers strategic objectives.[1]HR is primarily concerned with how people are managed within organizations, focusing on policies and systems.HR departments and units in organizations are typically responsible for a number of activities, including employeerecruitment,trainingand development,performance appraisal, and rewarding (e.g., managing pay and benefit systems).HR is also concerned withindustrial relations, that is, the balancing of organizational practices with regulations arising from collective bargaining and governmental laws. HR is a product of thehuman relations movementof the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such aspayrollandbenefitsadministration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives likemergers and acquisitions,talent management,succession planning,industrialandlabor relations, anddiversityandinclusion.Instartup companies, HR's duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across thebusiness. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. HR is also a field of research study that is popular within the fields of management andindustrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.In the current global work environment, all global companies are focused on retaining the talent and knowledge held by the workforce. All companies are focused on lowering the employee turnover and preserving knowledge. New hiring not only entails a high cost but also increases the risk of the newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.

Objectives of Human Resource Management

1. Societal2. Organizational3. Functional4. Personal

1. Societal

HRM may contribute ethically and socially regarding the needs and challenges emerging in the society. If an organization fails to use its resources for society benefits in ethical ways it may lead to restriction by society. For example, society may limit the HR decisions through laws in hiring, it may limit laws that address discrimination, laws regarding safety or other area of concern.

2. Organizational

The main objective of HRM is to achieve organizational goals by bringing organizations effectiveness. HRM is not an end but it is a means to assist the organization in order to attain its objectives

3. Functional

Functional objective of HRM deals with contributions of each department regarding their need and effectiveness in order to attain organization goal. All the resource or skill set get wasted if HRM is not able to fulfill up with the organizational demand.

4. Personal

HRM also deals with personal objectives of the individuals so that personal and organizational objectives can be met or order to achieve maximum production and attain competitive advantage. These personal objectives are important in order to maintain, retain and to motivate employees. If this not done employees dissatisfaction and poor performance will result in attrition or low productivity.

Human Resource Management Functions

RecruitmentThe success of recruiters and employment specialists generally is measured by the number of positions they fill and the time it takes to fill those positions. Recruiters who work in-house -- as opposed to companies that provide recruiting and staffing services -- play a key role in developing the employer's workforce. They advertise job postings, source candidates, screen applicants, conduct preliminary interviews and coordinate hiring efforts with managers responsible for making the final selection of candidates.

SafetyWorkplace safety is an important factor. Under the Occupational Safety and Health Act of 1970, employers have an obligation to provide a safe working environment for employees. One of the main functions of HR is to support workplace safety training and maintain federally mandated logs for workplace injury and fatality reporting. In addition, HR safety and risk specialists often work closely with HR benefits specialists to manage the company's workers compensation issues.

Employee RelationsIn a unionized work environment, the employee and labor relations functions of HR may be combined and handled by one specialist or be entirely separate functions managed by two HR specialists with specific expertise in each area. Employee relations is the HR discipline concerned with strengthening the employer-employee relationship through measuring job satisfaction, employee engagement and resolving workplace conflict. Labor relations functions may include developing management response to union organizing campaigns, negotiating collective bargaining agreements and rendering interpretations of labor union contract issues.

Compensation and BenefitsLike employee and labor relations, the compensation and benefits functions of HR often can be handled by one HR specialist with dual expertise. On the compensation side, the HR functions include setting compensation structures and evaluating competitive pay practices. A comp and benefits specialist also may negotiate group health coverage rates with insurers and coordinate activities with the retirement savings fund administrator. Payroll can be a component of the compensation and benefits section of HR; however, in many cases, employers outsource such administrative functions as payroll.

ComplianceCompliance with labor and employment laws is a critical HR function. Noncompliance can result in workplace complaints based on unfair employment practices, unsafe working conditions and general dissatisfaction with working conditions that can affect productivity and ultimately, profitability. HR staff must be aware of federal and state employment laws such as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the National Labor Relations Act and many other rules and regulations.

Training and DevelopmentEmployers must provide employees with the tools necessary for their success which, in many cases, means giving new employees extensive orientation training to help them transition into a new organizational culture. Many HR departments also provide leadership training and professional development. Leadership training may be required of newly hired and promoted supervisors and managers on topics such as performance management and how to handle employee relations matters at the department level. Professional development opportunities are for employees looking for promotional opportunities or employees who want to achieve personal goals such as finishing a college degree. Programs such as tuition assistance and tuition reimbursement programs often are within the purview of the HR training and development area.

Chapter 4

Research Methodology

Definition :-Theprocessused to collectinformationanddatafor the purpose ofmakingbusinessdecisions. Themethodologymay includepublicationresearch,interviews,surveysand other researchtechniques, and could include both present and historical information.

Types of Research MethodologyThere are two types ofresearchwhich can be done to develop a thesis or dissertation:Practical Research:The practical approach consists of the empirical study of the topic under research and chiefly consists of hands on approach. This involves first hand research in the form of questionnaires, surveys, interviews, observations and discussion groups.[1]Theoretical Research:A non empirical approach to research, this usually involves perusal of mostly published works like researching through archives of public libraries, court rooms and published academic journals.

The objectives of the project are:1) To review, compare and evaluate employee engagement in reliance organization.

2) To make recommendations as to how employee engagement can be further integrated into the system.

3) To promote the most innovative and effective system for employee engagement across the sector.

4) To subsequently grow a sustainable community of practice through enhanced training and development for employee retention process.

Data collectionWhether youre in human resources or head an organization, you know that your success depends upon your employees. Who they are, the skills they have, and how dedicated they are will have a direct impact on whether you achieve your goals. To make it easy to see where you stand, I compiled the data from hundreds of employee engagement surveys into a comprehensive benchmark report.

Tools and techniques usedTHE VALUE OF ENGAGEMENtEngaged employees are an immense asset to an organization. Employee engagement leads to high customer ratings, low turnover, better safety, lower incidence of cheating and theft, greater creativity, less absenteeism, high productivity, and high profitability. For example, engaged employees are 27 percent more likely to show up for work than disengaged employees are, and turnover among disengaged employees is 31 percent higher than among engaged employees.

1) In the current climate I might see a substantial improvement in the percentage of positive responses to a typical intention to stay question.2) I worked so hard on retention strategies Or I look beyond the data, to determine what is driving the result?3) There are a number of tools and techniques I used to triangulate the research. This approach gives me a more accurate picture of what is happening and why?4) Working with a survey provider that can provide external benchmarks is especially helpful during times of research.5) I did qualitative study to support my quantitative work can add flesh to the bones of my survey results.

Chapter 5

EMPLOYEE ENGAGEMENT SURVEY

OBJECTIVE: TO HAVE AN OVERVIEW OF THE IMPACT ON EMPLOYEE ENGAGEMENT DRIVE AT RIL PMD PETCHEM.Age_____ Shift:_G_A_B_CExperience:____A) < 1Year C) 5 years - 10 YearsB) 1 Years 5 Years D) > 10 Years

1) Do you feel proud of being engage in terms of employment with RIL?A) YesB) No2) Are you clear your role & expectation from at work?A) YesA) B)No3) Are you getting environment which is encouraging for our overall development?A) YesB) No4) Do you think the company has given you enough time to exposure to perform/ give output in the role of entrusted upon you?A) YesB) No

5) Which type of training do you like?A) E- learning (Ex. WBT, Webinar, etc.)B) Class room training (CRT)C) Work shop trainingD) All of above6) How you are connected with RIL?A) Email/ Digital communiqueB) Open hallsC) Personal interactionsD) Others (Please mention):_____________7) How was your overall experience in case of various employee engagement initiatives of RIL-PMD (viz. Reliance family day, Family visit, Sports, Competitions, Get-to- gather)A) Need ImprovementB) GoodC) Very goodD) Excellent8) Which of the following initiatives / amenities provided by RIL are useful to retain employees for longer duration?A) Job profileB) Welfare facilityC) Salary & Other financial benefitsD) Others (Please mention):_____________

9)Over all satisfied are you with your current job? Please rate on scale of 1 to 5.(1-Lowest, 5-Highest)A) 1B) 2C) 3D) 410) Please suggest some initiatives to be taken for engagement of employees in near future -_______________________________________________________________Optional:Name: ________________________________________________________________

1) Do you feel proud of being engage in terms of employment with RIL?

1= Yes2= NoConclusion- 98 % of employees in RIL are proud of being engage in term of employment.2) Are you clear your role & expectation from at work?

Conclusion 94 % employees are clear about role & expectation from at work in RIL.3) Are you getting environment which is encouraging for our overall development?

Conclusion 90% employees thinks that environment they are getting encouraging environment4) Do you think the company has given you enough time to exposure to perform/ give output in the role of entrusted upon you?

Conclusion- 82% employees think that RIL company is giving enough time to exposure the perform.5) Which type of training do you like?

Conclusion- 0% employees are still not interested in E-learning. * - 8% employees like classroom training. - 22% employees like workshop/ seminar. - 70% employees want every type of traing.

6) How you are connected with RIL?

Conclusion- 50% employees are connected through E-mail. 10% employees are connected through open hall. 40% employees are connected through personal interaction.

7) How was your overall experience in case of various employee engagement initiatives of RIL-PMD (viz. Reliance family day, Family visit, Sports, Competitions, Get-to- gather)

Conclusion- 16% employees need improvement in employee engagement activities. - 28% thinks that employee engagement activites are good in RIL . - 46% of employees replied employee engagement activities very good. - 10% of employees replied employee engagement activities excellent.

8) Which of the following initiatives / amenities provided by RIL are useful to retain employees for longer duration?

Conclusion- 14% employees think that job profile is useful to retain employees. - 14% employees thinks that welfare facilities ex. Canteen transport is useful to retain employees.-62%R of employees thinks that salary & other financial benefits is useful to retainemployees.

9)Over all satisfied are you with your current job? Please rate on scale of 1 to 5.

Chapter 6

ConclusionEngaged employees are an immense asset to an organization. Employee engagement leads to high customerratings, low turnover, better safety, lower incidence of cheating and theft, greater creativity, less absenteeism, high productivity, and high profitability. For example, engaged employees are 27 percent more likely to show up for work than disengaged employees are, and turnover among disengaged employees is 31 percent higher than among engaged employees.Ultimately, employee engagement reaps revenues. A companys earnings per share, sales, and even averageemployee incomes rise as the percentage of engaged employees increases. Generally, great managers are notmotivated by money, however. They feel a moral obligation to do right by their staff, who they see as people, not just performers.

Conclusion- VAUES& BEHAVIOURS at Reliance (PG-Petro). For this questioner were, fill by Senior Managers, General Managers, Managers ,HODs and executives were . This session organized for giving information about values and behavior what Reliance expecting from employees and also about employee engagement, why Reliance need change, and how the change going to happen. In this change values &behavior play very important role for our company. The change require for achieving future goals by giving our best performance, for empowering our employees by telling responsibility come with accountability. Transparency should be maintained in critical time. Reliance is expecting leadership qualities from employees and also polishing the skills. LIVING THE VALUES AND BEHAVIOURS. It means it matters how things are done as much as what we do.Importance of values and behaviours explained with the example of ZAPPO .COM and ACCENTURE. In this values and behaviours are related as a key to success.Values can help in decision making it was convey by DECISIONDOCTOR activity. In this different scenario are given in which decisions are taken with help of values.Through this employees mind set have changed towards value and behavior of company.

Chapter 7

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Contract cellProcess: Plant HODs gives requirements to contract cell. Vendor selection by contract cell. Approval note & getting work order by President. Create only vendor gate pass. Verifying all documents as per Govt. rules & regulations like contract labourlicence, insurance policy for his labours(minimum Rs.8000 basic salary) . Company provide form 5 to vendor. Then Vendor takes permission from Asst. labour Commissioner. Then company provided gate pass to labour for plant requirement work days. After labour hiring process company gives safety training to all this labours. In that agreement company watch minimum wages to all labour.Documents requirements:From company: Approval note & work order. Company provide gate passFrom vendor: Labourlicence Insurance policy of labours Medical fitness certificate. Bio data of each labour. Under taking form.Safety: From company: Safety training to each labour. Safety cardFrom vendor: Safety equipment as per company requrments:* Helmets* Safety goggles* Hand gloves.* Uniforms/ boiler suits.* Safety shoes.

Chapter 8

Suggestion And Recommendation (By employees)

1) Technical/ electrical interview, training, workshop process should be faster.2) Increase no. of job specific trainings to improve effectiveness of employees.3) Allow rotation in jobs/plants/site so that employees get maximum exposure. 4) Training to be given by same external experts, to improve the knowledge of RIL employees.5) SAP training is needed.6) Promote the employees & give responsibilities to young age, if found capable.7) More recreational activities, infrastructural development for inclusion of various activities for overall development.8) Improve IT structure of company.9) Up gradation of facilities at township.10) Participation in corporate seminars on RIL competitors.

Chapter 9

Reference and BibliographySpecial thanks to External guide:Mr. Thomas Easo.Ms. PriyankaGholap.Mr. PrakashBadnapurakar.Mr. MukundMokal.Mr. VikasPatil. Internal guide:HOD & Prof. Dr. N. Mahesh.Prof. NilimaAshtankar.Prof. DevashreeGadgil.Prof. ShamaliKirpane.

www.slideshare.net/.../objectives-of-research-methodologywww.nwu.ac.za/p-reppp/researchmethodology_objectives.html

https://www.surveymonkey.com/mp/employee-engagement-survey/www.strategydriven.com/strategydriven-employee-engagement-www.americasdiversityleader.com/.../Employee_Engagement

AProject Report onTo understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited,Patalganga Manufacturing Division(Petrochemical)Submitted in partial fulfilment of the requirement of award of degree of Masters of Management Studies (MMS) under university of Mumbai

Submitted by Mr. Harshada Nitin KarekarRoll No 13213Batch- 2013-2015

Under the guidance ofProf. NilimaAshtankar.

Anna Sahib ChudamanPatil College of Engineering, Management Studies & ResearchPlot No.17, Sec.4, Kharghar, Navi Mumbai-410210.

COLLEGE CERTIFICATE

This is to certify that Mr. Harshada Nitin Karekar Roll no. 13213 student of Master of Management Studies has undergone completed his Summer Internship Project having topic To understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited, PatalgangaManufacturing Division(Petrochemical) as a partial fulfilment of requirement for award of degree of Masters of Management Studies from University of Mumbai academic year 2013-2015.

Dr. N. Mahesh Dr. D.G BorseGuide and Head Director

GUIDE CERTIFICATE

This is to certify that Mr. Harshada Nitin KarekarRoll no. 13213 student of Master of Management Studies has undergone his Summer Internship Project under my guidance and prepared a project report titled To understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited, Patalganga Manufacturing Division(Petrochemical) as a partial fulfilment of requirement of award of degree of Master of Management Studies from University of Mumbai academic year 2013-15.

Prof. Nilima Ashtankar.

DECLARATION

I hereby declare that this project report entitled To understand employee engagement drive & its importance of employee satisfaction at Reliance Industries Limited,Patalganga Manufacturing Division(Petrochemical) is a record of work carried by me under the guidance of Dr. N.Mahesh as a partial fulfillment of requirement of the degree of Master of Management Studies (MMS).I also hereby declare that project report is a result of my own effort and not being submitted at any time to any other university or intimate for the award of my degree or diploma.

Harshada Niti Karekar.

ACKNOWLEDGEMENT

I would like to express my sincere thanks to Dr. D.G. Borse, Director, A.C. Patil College of Engineering and Management Research, for providing me with this opportunity.I would also like to acknowledge with much appreciation the crucial role of my guide Dr. N. Mahesh, Head of Department, MMS who gave his valuable inputs and support throughout the project and also helped me write this report.

Special thanks go to my mentor Prof.NilimaAshthankar who provided me with useful information during the project.

I also thank Prof.DevashreeGadgil and Prof.ShamliKirpanefor their guidance and support.

Harshad Nitin Karekar

TABLE OF CONTENTSCompany CertificateCollege CertificateGuide CertificateDeclarationAcknowledgementExecutive Summary

1. Chapter 11.1 Introduction1.2 Introduction to the topic1.3 History of the company1.4 Objective of the study1.5 Scope and need of the study1.6 Hypothesis1.7 Limitation of the study

2. Review of literature

3. Human Resource Management

4. Research Methodology

4.1 Collection of data4.2 Tools and techniques used

5. Analysis and interpretation

6. Conclusions

7. Annexure

8. Suggestions and Recommendations

9. References and Bibliography

Chapter 1

IntroductionEducation in Indiais provided by thepublic sectoras well as theprivate sector, with control and funding coming from three levels:central,state, andlocal. Education inIndiafalls under the control of both theUnion Governmentand theState Governments, with some responsibilities lying with the Union and the states having autonomy for others. India has made progress in terms of increasing theprimary educationattendance rate and expandingliteracyto approximately three quarters of the population.[3]India's improved education system is often cited as one of the main contributors to the economic rise of India.[4]Much of the progress, especially in higher education and scientific research, has been credited to various public institutions. The private education market in India was 5%and in terms of value was estimated to be worth US$40 billion in 2008 but had increased to US$6870 billion by 2012.

Higher education in IndiaIndia's higher education system is the third largest in the world, next to theUnited StatesandChina.The main governing body at the tertiary levelis theUniversity Grants Commission, which enforces its standards, advises the government, and helps coordinate between the centre and the state. Indian higher education system has expanded at a fast pace by adding nearly 20,000 colleges and more than 8 million students in a decade from 2000-01 to 2010-11. As of 2011, India has 42central universities, 275state universities, 130deemed universities, 90private universities, 5 institutions established and functioning under the State Act, and 33Institutes of National Importance. Other institutions include 33,000 colleges asGovernment Degree Collegesand Private Degree Colleges, including 1800 exclusive women's colleges, functioning under these universities and institutions as reported by the UGC in 2012.MBA CourseTheMaster of Business Administration(MBAorM.B.A.) is amaster's degreeinbusiness administration, which attracts people from a wide range of academic disciplines. The MBA designation originated in theUnited States, emerging from the late 19th century as the country industrialized and companies sought outscientific approaches to management. The core courses in the MBA program are designed to introduce students to the various areas of business such as accounting, finance, marketing, human resources, operation management.MBA in IndiaThere are many business schools in India offering two-year MBA programs accredited byAICTEorUGC. The students are a mix of fresh graduates as well as with experience and get either at public or private schools depending on entrance examinations. Typically programs offer full-time, part-time and executive education programs.

Introduction to topicThe topic promotional strategies is aimed at applying strategies for the promotion of AC Patil College Of Engineering and Management Studies and the methods and techniques used in promoting this college and building the brand name for the college. This was done by conducting surveys and collecting data of student who appeared for CMAT examination.

About the companyHistory of the companyKeeping in mind the growing need of management education the A.C.Patil College of Management Studies introduced the Master in Management Studies (MMS) program in the year 2007.

MissionInspired by Saraswati, the goddess of knowledge, our symbol signifies on evolution of the quest for knowledge. An elevation of ideas and ideals that propel the seekers of knowledge and practice of management to great height with an Indian perspective. This belief drives our mission, wherein we envisage the creation of a unique world and to provide quality and excellence in management studies to make our students globally competitive. A world where young minds, future leaders and doers-together create a better tomorrow.

DescriptionThe AnnasahebChudamanPatil college of Engineering (ACPCE), established in 1992, is a professionally managed premier institute dedicated to the cause of technical education. In year 2007, the ACPCE crossed one more milestone with establishment of Master in Management Studies (MMS), two year full time management course of university of Mumbai. Since its inception, it has worked tirelessly for thehighest academic achievements of its students in technical education. The primary aim of this leading college is to promote knowledge in technical, scientific and managerial skills that is in a class of its own. The way forward has been through an excellently faculty, innovative teaching methodology with hands on experience, a sound curriculum content and state of the art facilities.ACPCE is an offspring of the Jawahar Education Society, the group that runs several schools and colleges for formal and technical education. Our aim is to provide qualified and appropriately trained technical and managerial professionals to cater to the countrys ever growing engineering and managerial needs.Today, ACPCE is having full-fledged building to its conglomerate.

Courses offeredThe courses offered at A.C. Patil College of Engineering, Management Studies and Research are approved byAll India Council for Technical Education, New Delhi, Directorate of Technical EducationMaharashtra state & Affiliated toUniversity of Mumbai.Course Name:Computer EngineeringElectronic EngineeringElectrical EngineeringElectronics and Telecommunication EngineeringInformation TechnologyInstrumentation EngineeringMaster in Management Studies (MMS)Master of Computer Application (MCA)

Objective of study1) To promote the college among MBA aspirants.2) To implement of various techniques to build AC Patil College as a brand.3) To create awareness among students about the college and MMS course offered in it.4) To study the role of college promotion in admission procedure.5) To study promotional activities carried out by various institutions across Mumbai.6) To achieve the objective of product differentiation.

Scope of study1) To have a separate identity for the college.2) Promote AC Patil College as one of the best among all other MMS college in Mumbai and Navi Mumbai.

Hypothesis1)The promotional activities done have increased the number of MBA aspirants joining AC PatilCollege.2) AC PatilCollege has emerged as one of the leading B-school in Navi Mumbai.

Limitation of study:1) Lack of time was the major limitation in the project.2) Many colleges offerthe same course. Due to this the competition is very stiff.3) Shortage of manpower was another limitation. Manpower was needed to collect more data.4) Personal information that the student provide were not correct. Some gave wrong contact number and some gave wrong email id. So the data collected was not fully valid.5) Many people hesitate in giving away their personal information. Because of this it was difficult to track those people at later stages of the project.

Chapter 2

Review of Literature

Before deciding on any marketing strategies one must answer some basic questions1. What business are we in?1. Who are our customers?1. What benefits they seek.Here in education sector students can be those customers.Some criteria that the students look into before securing an admission into any institute are:1. Reputation of the institute.1. Number of applicant previously enrolled in the course.1. Past success rate of placement.1. Faculty expertise.1. Width of specialization offered.1. Infrastructural facility.1. Fees.

Admission to colleges offering 2 years MMS course approved by AICTE and Mumbai University can be secured through various examination including CMAT examination. CMAT is an online test with 400 as the maximum marks. Students appearing for this exam can enroll for an MBA degree in colleges all over India.For the academic year 2013-14 CMAT examination was conducted in three phases. First exam was held in September 2012, second in February 2013 and the last exam was held on May 2013. Students are all geared up for the CMAT examination and colleges all around are trying their best to grab their attention. These students are the part of the coveted 18 to 30 years old demographic who are the main target of institutions offering a course in Master of Management Studies (MMS). Promotion of your service is the need of the hour. But selling to college students possesses a special set of challenges. This is because the students are often skeptical or cash-strapped, making for a difficulty market to penetrate.

So, how to market to the college crowd who want to get your services but are often skeptical about it.The first and foremost thing is that you must be a recognized college. This is because many colleges offer MBA courses which are not recognized by the University Grant Commission (UGC) and are deemed universities. This status of the universities can be a problem in future for students.

Sharma S. (2010) Business World magazine reports that as many as 44 deemed universities in 2010 faced de-recognition. This may affect the future of students who may not be able to apply into the industry because of having an MBA degree from a university which is not recognized.Martin. A (CampusBookRentals.com) says we need to get to our point fast. The students nowadays live a fast paced life. You need to be creative in your approach and get into their shoes to know their needs. You have to pass on the required information precisely and but quickly. 2. We need to win over mom and dadPromoting your services to students is the first step but the parents always have the final say. This is because the students do not have much disposable cash. Students are on a limited budget. Pricing strategy is very important: too expensive and your customer may not be able to afford you. You need to offer a great service at a price that doesnt go beyond what your target audiences can afford.Wheeler. D of Chronicle.com believes social media plays an important role in promotion of institutions. Some of the steps in effectively executing this are:1. Figure out what your target audience is. You need to have a strategy before approaching the students. The target audience can be students who already have their relatives studying in the institution. Also students from a particular area in a particular city can be targeted. Students from same college group are also a good prospect as many students would prefer to have their friends studying along with them at college.2. Add social media to your marketing strategy.Social media is the easiest way to reach a large number of audiences in a small time frame and without costing much. With the help of social media you can add creativity to your promotional strategy and also change them as per the requirement. With a large number of students already having accounts in different social networking websites one can easily reach its target audience.Having a page or blog where students can interact with the institution representative can help them get their doubts clear and also know more about the institution and course offered. This may help the institution in achieving its promotional goals.3. Let the faculty members and students be the ambassador.When you have people who have the right knowledge about the services being offered then it becomes easy to promote your services to the targeted students. Let the faculty members and students take charge of grooming the students about the courses offered and have their doubts cleared. This is because these are the people who are with the system and know about it better than anybody else.Schwarz. A (2009) an Architect in US who has been working closely with Indian institutions says that the campuses need to have the right infrastructure and facility to attract more applicants.In 2009 Delhi University had 700 seats vacant because there werent enough applicants. The problem was that the students feared that there werent enough facilities or the students feared that they arent there at all says Anjlee Agarwal of Samarthyam, an NGO that has been working