A STUDY ON HUMAN RESOUCES POLICIES IN HZL

A project report submitted to JNT University, Kakinada in Partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

K.Sravanthi
Reg.No. 09331E0045 Under the esteemed guidance of Asst Prof M.V.V BHANU (MBA)

SCHOOL OF MANAGEMENT STUDIES MVGR college of engineering (Accredited by NBA&NAAC A) (Approved by AICTE & Affiliated to JNTU ,kakinada) Vijayaram Nagar Campus VIZIANAGARAM-535005,A.P

DECLARATION

I do here in declare that this project work entitled STUDY ON HUMAN RESOURCE POLICIES with reference to
HZL,

VISHAKAPATNAM has been submitted by me to MVGR COLLEGE OF

ENGINEERING

in partial fulfillment of the requirements of Master of

Business Administration is my own work and it is not submitted to any other University any time before

Place : visakhapatnam Date : (K.sravanthi) Reg.No:09331E0045

ACKNOWLEDGEMENT

I am thankful to the HZL,Visakhapatnam for giving me permission to undertake this study in their organization. I am grateful to Mr.SAIRAM,personal office,executive cell of

Hindustan Zinc Limited,Visakhapatnam for giving me permission to undertake this study in their organization. I also grateful to Asst.prof M.V.V.Bhanu MVGR College Of Engineering for his guidance and support extended throughout the period of study. I convey my thanks to my Parents and Friends for their encouragement to me in the completion of M.B.A course. Finally I would like to thank other members for their extended co.operation & suggestion s which helped me a lot.

K.sravanthi

CONTENTS
CHAPTER I Introduction Need for Study Objectives of study Methodology of study Limitations of study CHAPTER II Industry Profile CHAPTER III Company Profile CHAPTER IV Theoretical Frame work CHAPTER V Data Analysis & Interpretation Summary Findings&Suggestions Conclusion CHAPTER VI

BIBLIOGRAPHY

Chapter 1
Introduction

INTRODUCTION
Human resources play a very crucial role in the development process of an economy. The economic development of both developed as The organization as developing countries are closely inter-woven with the level of development of human resources. It is said that all development comes from the human mind. The quantity and quality of human contribution, it should be recognized, are entirely dependent upon the human body and mind.The organization rich it may be in the possession of the physical resources, cannot achieve any prosperity unless it is the organization with rich human resources. The human resources are, therefore, to be developed and properly organized in order to bring about economic development in and country. It should be noted that human resources are responsible for the transformation of traditional economies into modern industrial economies and also for the existing levels of economic development in different countries. The phenomenal growth achieved by a country like Japan, poor in its natural resources, can be attributed to its rich human resources. In essence, the difference in the level of economic development of the countries is largely a reflection of the differences in quality of their human resources. The key elements in this proposition are that the values, attitudes, general orientation and quality of the people of a country determine its economic development. At the micro level, human resource is the most valuable asset in the organization and not the money or physical equipment. It has, in fact, come to be recognized as an important economic resource. Therefore, human resources are to be developed, nurtured and properly organized in order to bring about prosperity in any country.

Human resource is the total knowledge, skills creative abilities, talents and aptitudes of an organizations work force, as The organization has the values, attitudes and beliefs of the individuals involved. Human factor in organizations also gained significance due to the fact that most of the problems in the modern organizations are human and social in nature rather than physical, technical or economic. It is people who can make a difference and who can have an ever lasting impact on the survival and functioning of organization. Peters and Waterman in their widely acclaimed research work, In search of Excellence, have found Productivity of People as one of the important attributes that characterized the most excellent and innovative companies in United States. As pointed out by the noted psychologist, Mc Gregor, much management would agree that the effectiveness of their organizations would be at least doubled if they could discover how to tap the unrealized potential present in their human resources. As such, successful companies are the ones who achieve extraordinary results through ordinary people. The human resources account for a large part of national output and there existed wide scope for enhancing productivity through their proper development. The physical resources, viz., material, machine, money and energy are all important in achieving the productivity of the Organization, but they will not give results unless the human resources are applied to them. In addition to providing value to the physical resources, the human resources provide a dynamic character to the economy and to the individual enterprise. The human resources are also significant from psychological stand point. They require a particular psychological environment to work. The essence of

psychological environment is motivation which provides dynamism to these unique resources. The individual and organizational goals are sought to be achieved through effective utilization of human resources. It may be noted that an organizations performance and resulting productivity are directly proportional to the quantity and quality of its human resources. Any organization that exists to produce goods and services has good chance to survive and prosper if it consists of Right People. This is true for all organizations and similarly, people also need organizations for their development. Thus, the development of human resources plays a very significant role in developing of the workforce of the organization in particular and economy in general. The distinction between the organization when all other resources and human resources is that, only the human resource, which appreciates with time whereas all other resources undergo the process of depreciation. All the firms buy the same material and machines but it is the people in the firm who build the organization and make a difference in the final product. A machines maximum value reaches the day it starts producing. Man never reaches an ultimate value throughout the lifetime at work, but is able to change grow and enrich his value. Success of an organization mainly depends on the quality of its manpoThe organizationr and its performance.

HUMAN RESOURSCE POLICIES :

Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.

Each company has a different set of circumstances, and so develops an individual set of human resource policies.

PURPOSES:
HR policies allow an organization to be clear with employees on:

y y y y y y

The nature of the organization What they should expect from the organization What the organization expects of them How policies and procedures work What is acceptable and unacceptable behavior The consequences of unacceptable behavior

The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as The organization as its commitments in relation to regulation and corporate governance. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behavior and document displinary procedures, is now the standard approach to meeting these obligations.

HR policies can also be very effective at supporting and building the desired organizational culture. For example recruitment and retention policies might outline the

way the organization values a flexible workforce, compensation policies might support this by offering a 48/52 pay option where employees can take an extra four The organizationeks holidays per year and receive less pay across the year.

Developing the HR Policies

HR policies provide an organization with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. The policies must be framed in a manner that the companies vision & the human resource helping the company to archive it or work towards it are at all levels benefited and at the same time not deviated from their main objective.

Need for the study:

HR policies aims at motivation of employees to the maximum extent possible so that they can became dynamic contributors to organizational goals. As employee motivation is influenced by organizational climate and a healthy organizational climate is required for utilizing and enhancing employee competencies,. A healthy climate is one where the free expression of ideas, opinions and suggestions is encouraged; there is promotion of collaboration among various individuals, teams and departments; people say what they mean, do what they say, and where people can be trusted; initiative pro-activity and creativity is encouraged; seniors support their subordinates and juniors respect their seniors; every senior sees developing their subordinates as their responsibility; every incident is treated as a learning opportunity; people have a sense of satisfaction from their work; people feel that they are cared for and have a sense of belongingness etc

Implied in the above goals are the goals of developing superior-subordinate relationships, team development, inter-team collaboration and organizational health. All these contribute a lot for the development of the workforce in the organization and also help in enhancing of individual competencies, two person relationships, team spirit and organizational health, these all make the organization a very better place to work in. Thus, the present study has been made to identify the role of private sector organizations in developing a healthy HR Policies in their organizations for the better cause of both the organization and also the economy.

Objectives:
 To know the profile of the selected organization (Hindustan Zinc Limited).  To observe the HR policies in Hindustan Zinc Limited.  To study the various elements of the Human Resource Management viz.,HR policies in systematically.

 To summarize and to make the suggestions for further improvements in the HR policies system of the organization.

Methodology & Analysis of Data:

Research Methodology: The information pertaining to various labour The organizationlfare philosophies has been collected mainly from various books hoThe organizationver the information

pertaining to Coromandel International Limited has been obtained from the following two sources. Primary Data: This is done by personal discussion with various officials in employee relation department and human resource development. Questionnaires The organizationre prepared by keeping in view of the objective of the study. The first one is being management questionnaire covering HR Policies for executives . The second one was the canvass among the sampled employers to find out their opinion on different policies being provided to them. The questionnaire was distributed to 150 and the response The organizationre limited to 100. The study is confined to a sample of 100 only. Secondary Data: The secondary data has been collected from Annual Reports of HZL Vizag various reports available in the Organization, Books,Journals,Newsletters,Magazines,etc..The organizations are verified. For the achievement of objectives of the study required data has been collected from both the primary and secondary sources. A questionnaire has been prepared with different questions to require the socio-economic status and to measure employee job satisfaction. Then a structured questionnaire has been prepared and administrated among employees in the organization.

Limitations:
 Study has been done during working hours.Hence it was inconvenient to disturb the workmen with questionnaire at all times.  All employees & management representatives The organizationre not considered due to time limit. Hence,a sample of limited percent of employees has taken up for the purpose of the study.  Data collection consumed a lot of time.  Last but not least time was a major constraint. It is very difficult to cover all department under the study within 45 days.

Chapter 2
Industrial profile

INDUSTRY PROFILE
Hindustan Zinc Ltd., was created from the Erst While Metal Corporation of India 9MCI) on 10th January 1966 as a public sector undertaking. In April 2002, Sterlite acquired a 46% interest in HZL from the Government of India and the open market, and it became a part of the sterlite group. Since then HZL has been growing from strength to strength. In August 2003, sterlite acquired a majority stake in HZL by acquiring another 18.9% interest from the Government of India. HZL produces Zinc, Lead and By-products viz., Sulphuric Acid and Silver.HZL achieved an all-time high production output of 283,698 tonnes Zinc and a record production of 889,007 tonnes of Zinc concentrate during 2005-2006.Today HZL is Indias leading Zinc producer. HZL is a vertically integrated Mining and Smelting Company, gearing up to: 1. Harnessing mining resources to help India maintain self-sufficient in Zinc. 2. Become a Global leader in Zinc. 3. Create value for all entities whether it is customers, Investors or Employees. Constant innovation, 15eticulous attention to detail, extensive investments in R7D and technology are the Hallmarks of HZL making it a multi-unit and a multiproduct company.

HZL Milestones at a Glance

2005-06: Chandriay Hydrometallurgical zinc smelter begins production. Chandrieya Ausmelt lead smelter begins production. 2003-04: Strlite acquires additional shares of 18.2% from Government of India under call option. 2002-03: Stelite acquires 265 and Management control in HZL from the Government of India in Privatization. A further 20% is bought from market through open offer. 1991 : Chaderiay pyrometallurgical Lead-Zinc smelter and Rampura Agucha

Mine begin production. 1983 1977 : Rajpura Dariba Mine starts production. : Vizag Zinc Smelter and second set of Zawar Mine facilities

commissioned. 1971 1968 1942 : First expansion of Zawar mine commissioned. : Debari smelter commissioned. : Commencement of mining at Zawar.

Vision:
Be a World-Class Zinc company, creating value, leveraging mineral resources and related core competencies.

Mission:
1. Be a low cost Zinc producer on a Global scale, maintaining market maximizing Leadership 2. One million tonne zinc-lead metal capacity by 2010

3. Be innovative, customer oriented and eco-friendly, maximizing stakeholder value.

HIGHLIGHTS:
y y y y The only integrated Zinc producer in India. Refined Zinc production capacity 411,000tpa in 2005-06. Refined Lead production capacity 85,000tpa in 2005-06. Ore treatment capacity 6:2 Mtpa Continuous operational improvements, meticulous planning,

constant innovation, extensive R&D, technological up gradation and so much more HZL has come a long way and grown in to a multi-unit and multi-product company.

Overview:
Of the loThe organizationst cost producers of Lead and Zinc in the world due to the countries low labour India is a major Zinc producer. Lead production equaled approximately 82,000 tpa in 2004, mostly from secondary sources. HoThe organizationver, the main constraint in Lead production in the country is the lack of lead ore reserves, which necessitates large scale imports and re-cycling. The counters extractable lead and zinc reserves are estimated at 390 Mt of ore grading at 8.2% Zinc and 2.2%Lead. Most of these deposits are located in Rajasthan and are developed by Hindustan Zinc Ltd., the countrys largest Zinc producer. The company presently operates four

mines, four smelters spread over the states of Rajasthan, Andhra Pradesh, Bihar and Orissa. Hindustan Zinc is rated as one costs and high grades. Indian lead has two units, one in Calcutta and the other at Thane, near Mumbai, each with a capacity of 12,000 t/y. Both units treat imported concentrates. Binani I ndustries possess a 25,000 t/y lead recycling plant (from batteries) at Wada in Maharashtra under the name of Binani Lead. Vedanta Resources plc, a London Stock Exchange listed and FTSE 100 metals and mining global major has interests in Aluminum, Copper, and Zinc, Gold, Silver and lead with operations in India, Australia, Armenia and Africa. With a talent pool of about 25,000 employees globally, the group has a clear focus on achieving and sustaining global leadership in the non-ferrous metals business. Hindustan Zinc Limited pioneer in production of primary Zinc and leader in the country is a multi location company having mining and smelting units location in Rajasthan and Andhra Pradesh. Three mines and two smelters are located in Rajasthan and one smelter in vizag. Currently The organization are 6th largest Zinc producer in the world and have a 75 market share in primary Zinc in India. The organization have successfully completed our phase-I expansion of mines and smelters in record time. The organization have already taken phase-II expansion, which will place us among the best Zinc in the world. In keeping our desire to have world class practice The organization are looking for brilliant and dynamic professional in chemical or Metallurgy to work in any one of our six locations. Sterlite has a controlling interest in Hindustan Zinc Limited and increased its interest further in November 2003 when it 18capacity from the Government another

18.92% stake, taking its total holdings in HZL to 64.92%. Sterlite has large capitalintensive plans for the expansion of HZLs lead-zinc melting complex at Chaderiya in Rajasthan and proposes to invest around US $ 400 million, using part of the proceeds of Vedanta Resources initial public offering in London. Zinc smelter capacity is being increased from 220,000 t/y to 390,000 t/y. As part of the project, HZL is building a US $ 86.7 million 154 MW captive poThe organizationr plant to meet the energy requirements of the complex. Construction is being undertaken by state-owned Bharat Heavy Electricals Ltd. The expansion of the complex is scheduled for Capacity19n by March 2005. Domestic demand for Lead is close to 170,000 t/y. The total primary smelting capacity in the country is 89,000 t/y, consisting of 65,000 t/y (HZL) and 24,000 t/y (Indian Lead Ltd,). HZLs smelters are located at chanderiay in Rajasthan (capacity: 35,000 t/y), Visakhapatnam in Andhra Pradesh (22,000 t/y) and Tundoo in Bihar (8,000 t/y). The Tundoo smelter which also produces silver has been fairing very poorly and has been closed. The smelter at Visakhapatnam has also been closed for some time as a result of environmental concerns by the Andhra Pradesh Government. Visakhapatnam was a loss- making unit and the costs of installing environment-friendly equipment would be prohibitive. HZL is in the midst of raising its annual Lead-Smelting capacity by 50,000 tonnes.

NATURE OF BUSINESS :
Hindustan Zinc Ltd. (HZL) is a vertically integrated natural resources enterprise, headquartered at Udaipur, Rajasthan and has broad operations ranging from

exploration, mining, and ore processing to smelting of non-ferrous metals. The company is Indias largest lead and zinc producer. Hindustan Zinc Ltd is the only integrated zinc producer in India and owns captive zinc mines that supply all of HZLs zinc concentrate requirements for its smelters. HZL operates open cast (Rampura Agucha Mine) as The organizationll as underground mines (Rajpura Dariba and Zawar Mines) with the state of the art technology, with Rampura Agucha Mines being one of the most cost-efficient zinc mines in the world.

Rajpura Dariba:
Location : Mining Type : Mining Method : Products : Ore Production 0.90 million tonnes per annum Capacity : ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007, SA Certifications : 8000:2008 & 5S Rajpura Dariba, Rajasthan, India Underground Vertical Crater Retreat and Blast hole stopping Zinc Concentrate and Lead Concentrate

Zawar, Rajasthan:
Location : Mining Type : Mining Method : Zawar, Rajasthan, India Underground Open Stoping

Products : Ore Product

Zinc Concentrate and Lead Concentrate

1.20 million tonnes per annum Capacity : ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007, SA Certifications : 8000:2008 & 5S

SMELTERS:
Hindustan Zinc Ltd., (HZL) operates smelters using the ISP pyro metallurgical (Chanderiya Lead Zinc Smelters), RLE hydrometallurgical (Debari Vizag and Chanderiya Smelters and Ausmelt (chanderiya Lead Smelters) process routes.

Chanderiya:
Location : 110 kms north of Udaipur, Rajasthan, India Imperial Smelting Technology Technology : Roast Leach Electro-winning Technology Ausmelt Technology, Products SHG Zinc and Zinc Alloys, PW Zinc, Lead and Silver : Annual Production Capacity : Zinc 525,000 tonnes per annum Lead 85,000 tonnes per annum Silver 150 tonnes per annum

Certification :

ISO90012000,ISO14001:2004,OHSAS18001:2007&5S

Debari:
Location : 13 kms north of Udaipur, Rajasthan, India

Technology

: Roast Leach Electro-winning Technology

Products

: High Grade (HG) Zinc

Annual Production Capacity : Zinc 88,000 tonnes per annum Certification SA: 2008&5S : ISO9001:2008, ISO14001:2004, OHSAS 18001:2007,

Vizag:
Location Technology Products Annual Product Capacity : Vizag, Andhra Pradesh, India : Roast Leach Electro-winning Technology : High Grade (HG) Zinc : Zinc 56,000 tonnes per annum

Certification

: ISO9001:2008, ISO: 14001:2004, OHSAS: 18001:2007, SA: 8000:2001 5SWork Place Management Systems.

PROJECTS:
HZL has undertaken expansion projects (phase-II0) in mining as The organizationll as smelting which has raised the capacity of refined zinc to 4,11,000 tones per annum. The main expansion projects undertaken are: Chanderiya Zinc Smelter Expansion: The new 170,000 tpa Hydrometallurgical Zinc Smelter at Chanderiya and the associated 154 MW poThe organizationr plant The organizationre commissioned in May 2005. This was built at a total cost of $ 335 million. A second 170,000 tpa hydro smelter will be built at chanderiya along with a 77MW captive poThe organizationr plant. The second smelter and the accompanying captive poThe organizationr plant is expected to be commissioned by 2008. This is being built at a cost of $ 300 million. Chanderiya Lead Smelter: The new 50,000 tpa Ausmelt TM lead smelter was commissioned in February 2006. Rampura Agucha Mine: The Rampura Agucha Mine expansion was also completed in May 2005. The mine is now operating at its full capacity of 3.75 mtpa.

THE MINERAL INDUSTRY OF INDIA :

Indias economy in 2001 was characterized by a Gross Domestic product (GDP) growth of 5.4%.Fiscal deficit was projected to be 4.7% of Gross Domestic Product. Interest rates The organizationre low with Reserve Bank of India lending rate at 7%.

Agriculture encompassed 25% of Gross Domestic Product and was forecast at 3.5% growth rate. Industrial production growth rate declined compared to that for 2000. India is endoThe organizationd with vast mineral resources and their production contributed 2% to GDP. The country exploited 52 minerals, 3 mineral fuels, 11 metallic minerals and 38 non metallic minerals in 2001.Minerals accounted more than 20% of Indian exports. Increase in production of Bauxite, Cathode copper, crude oil, iron ore, steel and other minerals The organizationre also noted. In the Steel Industry the Government steel policy also provided for Foreign Direct Investments (FDI) in the sector for Mergers and Acquisitions. The Geological Survey of India out lined new Gold resources in three states. In Andhra Pradesh a resource of 4.8 million metric tones averaging 1.9 grams per metric ton Gold Was defined in the Dona block. A further resource defined in the Bhukia east block of the Banswara district in the Rajasthan increase its total resources to 7.1 mt averaging 2.96 g/t gold. In Madhya Pradesh a resource of 3.3 mt averaging 1.04 g/t gold was out lined in the Ghrahar Pahar block in the Sidhi district. (Mining Journal 2001 b)

GOVERNMENT POLICIES AND PROGRAMS:

Indias import duty on Gold has been reduced from $8.57 per 10 gram of metal to $ 5.35 per 10 gram in an attempt to reduce smuggling. The Tarrif on imports of second choice and defective quality of steel was raised from 255 to 355. The reduced duty rate of 55 on scrap for melting, currently available only to electric

are furnace operators, had been extended to all the steel producers irrespective of process route.

The privatization of coal India Limited was part of reforms in coal mining sector rehabilitation project undertaken by the Government and the world Bank. The state Government OF The organizationst Bengal was to give up its monopoly to mining rights and to announce a new mining policy to invite private investments in the sector. The state is known to contain Appetite, coal and dimension-stone resources. The state of Haryana decided to grant mining lease for mining minerals by public Auction. It is also decided to keep the duration of lease to a period of 7 years.

COMMODITY REVIEW: METALS:

Aluminum-Indias reserves of metallurgical Bauxite The organizationre in the excess of countrys requirements, but no metallurgical US GEOLOGICAL SURVEY MINERALS YEAR BOOK-2001 grades The organizationre confirmed to Gujarat and Madhya Pradesh with scattered deposits in Andhra Pradesh, Bihar, Maharashtra and Orissa. The country imported 40% to 60% of its caicined Bauxite requirements from china to Guyana industrials minerals, 2001 b. Construction of the (1 TPA) Utkal Alumina refinery project at Doraguha in the Rayagada district of Orissa was expected to start by the end of 2001 with the plant being commissioned in the year 2005. Utkal Alumina International Limited, in

which Hindalco Industries Limited (20%0. Allan Alumina Limited of Canada (35%) and Norsk Hydro A/S of Norway (455) The organizationre shareholders made large investments for infrastructure, roads and an Airstrip. It also had received its Bauxite minigong lease from Orissa Mining Corporation. The project was remaining behind schedule because of protests of opponents 9Metal Bulletin, 2001) the company planned to proceed with completing an environmental impact assessment study on the project. The partners envisioned a new plan of a bigger 3Mt/year project In December, Norsk Hydro with draw from the Utkal Alumina project citing the lack of process at the project an assessment of the future market for alumina and positive developments to its Alunorate Alumina project in Brazil, the companys equity alumina Production from apart in Jamaica and Alunorate should be substantial enough to meet 705 of its requirements (Mining Journal, 2001 f0. Hinalco and Alcoa of the United states teamed up to bid for Bharat Aluminum co Ltd 9BALCO) IN WHICH THE Government was divesting a 51% stake and Sterlite Industries was the sole other bidder. Sterlite Industries won the tender for the stake in BALCO with a $118 million offer. BALCO continued their opposition to the privatization and ended a 68 days strike in May. Plans The organizationre being drawn up to increase its metal capacity by 50% to 150,000 t/y sterlite industries estimated a cost of $43 million to reactivate the 408 damaged pots at the smelter because of the strike in protest. BALCO also had new cold rolling milk near its smelter to produce 36,240 t/y of sheet and coils, captive poThe organizationr plants at Korba had an installed

capacity of 270MW. The company had another plant at Bidanbag in The organizationst Bengal for downstream processing that included conductors extrusion foils and rolled products (Metal Bulletin, 200 liter) Hindalco commissioned its ninth pot line adding 33000 t/y of capacity as part of the $385 million brown field expansion project. India Aluminum Co Ltds (INDIA) planned expansion involved transferring the idled pots at its Belgaum smelter in Karnataka to its Hirakud smelter in Orissa to raise the latters capacity to 57,000 t/y from 30,000 t/y. The company planned to speed 44.3 million on expanding its Muri Alumina Refinery in Jharkhand to 100,000 t/y from 88,000 t/y and $ 15 million on modernization of this various facilities. Sterlite Industries identified a third mine at Mt.Lyell in Tasmania, Australia that it planned to acquire. Two mines in Australia which sterlite acquired at a cost of $ 43 million, supplied 505 of its concentrate fields. The material was imported from Chile, sterlite industries copper smelter at Tuticorin faced demonstrations by villagers who claimed that the plant polluted water resources in the area and who demanded its closure. Kudremukh Iron Core Ltd plaaned to open a new iron ore mine and beneficiation plant at Ongole in the Prakasam district of Andhra Pradesh. The Green Field project aimed to produce 1.5 Mt/y to 2 Mt/y of concentrate for export and was expected to be completed in 2004. In initial investment would be $53.5 million during 3 years and a subsequent expansion to 8 Mt/y would cost further $ 85.6 million. The company had existing operations at Kudermuekh in Karnataka

where low grade ores The organizationre beneficiated in to 66% iron concentrates for export to China, Japan and Republic of Korea. The operations had capacities of 6.8 Mt/y of iron ore concentrate and 3.5 Mt/y of pellets. The Government granted a further one year extension of the mining lease as did the state Government of Karnataka the company was earn marked for sell of .(Metal Bulletin,2001)

Lead and Zinc:

HZL Tundoo smelter in Bihar, which produced Lead and Silver was earn marked for closure because of its technology was old and the plant was not worth upgrading. The company also planned to close down the Vizag lead smelter in Andhra Pradesh the Agnigundala lead mine in Andhra Pradesh which produce concentrate for Vizag, would be sold HZLs sargipalli lead mine in Orissa also would be closed(Mining Journal,2000). The Government stipulated that the bidders of the 26% stake of the state owned HZL. Which was for sale, also would have to make an open offer for further 20% share. BHP Ltd Binani Zinc, Birla group, Rio tin to and sterlite industries expressed interest in HZL allied deals, glen core and metdist also joined the bidding. Allied deals of the United Kingdom subsequently with draw from the bidding. Sterlite industries bid The organizationre below the reserve price and The organizationre rejected. The Government decided to reconsider HZLs privatization in February 2002. Total installed zinc production capacity was 1, 49,000 t/y. HZLs Rampura Agucha Mines in Rajasthan The organizationre highly prized in the tender

(Metal, Bulletin, 2001). The companys new Green Field 1, 00,000 t/y zinc smelter was planned for Kapasan in Rajasthan at cost of $ 268 million. Binani zinc considers moving a head with plans to expand a zinc smelter in one stage from 30,000 t/y to 1, 00,000 t/y at cost of $96 million. The company wanted to start a work on the smelter expansion by fiscal year 2002-03 and the project was being revieThe organizationd by its technology partners, K.Z.Engineering (Subsidiary of Korea Zinc) and union ministry of Belgium. Binani Zinc was considered selling a 49% stake in the company to Korea zinc. Binani zinc and Korea Zinc teamed up to bid for a 46% stake in hzl (Metal Bulletin, 2001) Titanium: Tata steel planned to enter Titanium mining with three locations in TamilNadu and to consider alliances with Global majors for manufacturing Titanium Dioxide. A Joint venture, Ausrutile (Ticor, 37% Austpac 37% Indian rare earths26% was formed to develop a synthetic Rutile complex near chatrapur in Orissa. Ausrutile would construct a 10,000 t/y pilot plant adjacent to India rare earths Oscom project. The plant could eventually produce 2, 00,000 t/y of synthetic Rutile with duration of 30 years (Asian Journal of mining, 2001) N.M.D.C planned to acquire up to a 33% equity share in a joint venture with Indian rare earths and Andhra Pradesh Mineral Development Corporation. For project near Vizag NMDC would seek prospecting licenses for exploration in Tamil Nadu and Orissa and anticipated that each could contribute 30,000 t/y of ilmentite. The corporation considered a central processing plant of 1,00,000t/y capacity as The organizationll (Mining Journal, 2001)

INDUSTRIAL MINERALS:
 Fertilizer: The Government was offering a 74% stake for sale Para Deep Phosphates Ltd., which owned a Di-Ammonium phosphate plant with a capacity of 72,000t/y. Interest had been expressed in this sale by Hindustan Lever Chemicals Ltd, Oseal Chemicals And Fertilizers Ltd., and Tata Chemicals Ltd.  Garnet: Trans world Garnet India private Ltd 74% owned subsidiary of The organizationstern Garnet International Ltd, of the United States, was chosen by the state Government of Andhra Pradesh to gain access to a mineral sands beach deposit in the state.  Graphite: Graphite India Limiteds expansion plans The organizationre estimated to cost $10.2 millions of which $1.7 million would be spent on setting up a 1.5MW hydro electric plant near Mandy in Karnataka and $8.5 million would be used to expand Graphite electrode plants in The organizationst Bengal and Bangalore.  Soda Ash: Tata Chemicals Limited resumed production at its Mithapur plant South The organizationst of Bhuj in Gujarat after a fire in March. It was one of the worlds leading producers of synthetic soda ash with a capacity of 8, 75,000 t/y.

STRUCTURE OF COMPANY

VEDANTA

STERLITE

Sterlite Industries India Ltd.

Sterlite Opportunities adventures Ltd.

Bharat Aluminum Company

Hindustan Zinc Ltd

Indian Foil

Malco

Thalinga Copper Mines

Zambia Copper Mines

Copper Mines of Tasmania

Sterlite Gold

Sterlite Opticals technology Ltd.

Sesa goa

Balco

Sterlite energy

KCM

Chapter 3
Company profile

HINDUSTAN ZINC LIMITED

VISAKHAPATNAM

INTRODUCTION:

Hindustan Zinc Ltd was incorporated in January, 1966 as Public Sector Undertaking after the takeover of erstwhile Metal Corporation of India (MCI) to develop mining and melting capacities substantially to meet the domestic demand of Zinc and Lead metals. HZL through its innovative operations, forward planning, team work, research and development, technological up gradation had taken the country to the high level of self-sufficiency in Zinc. Hindustan Zinc Ltd was dis-invested in the year 2002 and M/s Sterlite Group has taken over the management control. HZL is proud inheritor of World's ancient Zinc mining and distillation sites at Zawar Mines near Udaipur. The remains of ancient mines and smelting furnaces located in the vicinity of today's mining centers reflect man's endeavor to recover and utilise these metals. Recognising this Zinc extraction as the oldest in the world, American Society of Metals declared it as the International Historical landmark by placing plaque at Zawar in Rajasthan State on 2nd Feb, 1989. HZL had

broad-based operations. Its spectrum of activities include exploration, mining, ore processing to smelting, refining of Lead, Zinc, Cadmium, Copper and other precious metals. HZL is presently operating 3 mining units and 3 smelting units spread all over the country.

BIRTH OF VIZAG ZINC SMELTER & GROWTH

To bridge the gap between demand and production, HZL had commissioned Zinc Smelter at Vizag in 1977 with following installed capacities:

Zinc Metal Cadmium Metal Sulphuric Acid

: 30,000 MTPA : 115 MTPA : 60,000 MTPA

Subsequently, performance improvement projects and debottlenecking exercises were undertaken during the year 2002 to 2004. These have resulted in substantial enhancement of capacity as given below.

Earlier Capacity

Present Capacity 56,000 MTPA 138 MTPA 91,000 MTPA

y Zinc

Metal

30,000 MTPA 115 MTPA 60,000 MTPA

y Cadmium Metal y Sulphuric Acid

LOCATION & CLIMATE

Vizag Zinc Smelter is located at Gajuwaka area, 15 Km south of Visakhapatnam City. Nearest highway (NH-5) is at a distance of 2 Kms & the airport is at a

distance of 7 Km. Smelter is spread over in an area of 325 Acres.Climate of the smelter is very pleasant throughout the year being located closed to the seashore.
PROCESS & TECHNOLOGY

The zinc extraction process at Vizag is based on hydro-metallurgical route of Roast-Leach-Electro-winning process for production of high grade Zinc. The Zinc Concentrate is roasted to convert into zinc oxide which is leached in return dilute Sulphuric acid to produce zinc sulphate solution. After filtering off the in soluble residues, the solutions are then electrolyzed to obtain Zinc metal.

The know-how for various plants was provided by :

y Roaster Plant y Acid Plant y Leaching Plant y Cadmium Plant y Cell House y Tail Gas Treatment

: : : : : :

M/s. Lurgie Chemie, Germany M/s. Krebs Cie, India M/s. Bipromet, Poland M/s. Bipromet, Poland M/s. Bipromet, Poland M/s. MESCO, Japan

Know-how for performance improvement & de-bottlenecking projects:

y Roaster Plant y Other Plants

: :

M/s Lurgie Chemie, West Germany M/s Asturiana De Zinc, Spain

Raw material for the smelter is sourced from Rampura Agucha Mines, Rajpura Dariba Mines & Zawar Mines.

INFRASTRUCTURE FACILITIES: Power Supply: Being a hydrometallurgical process, major input for the process is power. Currently 90% of plants total power requirement (28 MW) is met by APGPCL and balance by APTRANSCO. In addition, smelter is equipped with 3 DG sets each of 3.2 MW capacity. Water Supply: The water requirement of about 4000 M3/day is met from Meghadrigedda dam through 600 mm diameter pipeline situated 20 km from the Smelter. Contract demand is 1 Mega Gallon per Day. Education: The educational need of inhabitant is catered by one Telugu Medium which is situated at Zinc Smelter. Medical: A 16 Bedded hospital furnished with therapeutic equipments manned by specialized staff attend to the medical requirements of the employees and their families. Communication: Zinc Smelter has Electronic Telephone Exchange to meet STD, Internet facility through broadband, E-mail access to all departments through LAN, Effective communication of real on-line data related to production, quality, and materials through SAP. Township: Zinc Smelter has a well-laid township of 400 quarters having following facilities: y y y y y UCO Bank Post Office. Cooperative Stores. Executive Club with Indoor and Outdoor games facility. Community Centre with library, Indoor and Outdoor games facility and open air theatre.

Guest House of 20 A/C and Non-A/C rooms with boarding and lodging facility.

About the Organization:

FUNCTIONAL AREAS
The Following are found to be the Functional areas in the organization:

Supporting Services:
y Human Resource Department y Commercial Department y Finance & IT Department y Control Laboratory y MS & EOHS Department y Security Department

Process Departments:
y Roaster & Acid Plant y L&P, ZE & M Plant y Cadmium & Zn Dust Plant y Zinc Oxide & ETP

Engineering Services:
y Mechanical & Utilities y Electrical

y Instrumentation y Civil & Refractory HUMAN RESOURCE DEPARTMENT:

HR STRUCTURE:

GRADES & DESIGNATIONS:

VZS has the following grades & designations M2 M3 M4 M5 M6 M7 M8 M9 General Manager Asst. General Manager Senior Manager Manager Associate Manager Executive Junior Executive B.Com / B.Sc Trainees

HUMAN RESOURCE:
VZS is operated by a team headed by Unit Head with support of expert professionals in the field of Smelting, Maintenance, Finance, HR, Commercial, Information technology, Medical, Laboratory, Environment, Industrial Engineering, etc. The team also includes skilled workmen in the required fields. There are 82 executives and 592 non-executives presently working at VZS. Realising the immense potential of human resource, same is nurtured, developed and motivated on a continuous basis through innovative HR Practices.

TRAINING PROGRAMS IN HZL:

Depending upon the categories, different training programs have been conducted by Hindustan Zinc Limited. Workmen training program, contract labor

training program, training for executives, training program on leadership, training program on monitoring. Have been conducted by Hindustan Zinc Limited. Various topics like self development, team building, and role of workers in the changing scenario, safety, health and hygiene are the prominent topics have been covered in this training program.

SIX SIGMA PROGRAMME:

Six Sigma methodology measures the degree of various of a business process and focuses term efforts on reducing this variance through project approach. For making agucha mine identified six executives to be tainted as black belts and five Sr. Executives to be the champions for the six sigma project. Till date 13 projects have been identified in areas of improvement. The experts on six sigma from Wipro

Consultant have trained the Black Belts and champions.

CARE FOR THE ENVIRONMENT:

VZS has considered the protection of environment as an integral part of production. In spite of adequate precautions being taken to control pollution, a full fledged system has also been implemented to carry out the environmental impact assessment at regular intervals in the neighborhood of the Smelter. Management has demonstrated its commitments through formulation of Safety, Health and Environment Policy with the objective to achieve sustainable

development through compliance of legal & other requirements, continual improvement in environmental performance through reduction in pollution, recycling/re-use of wastes, conservation of resources and adoption of ecofriendly technology. A full fledged Environment Protection and Pollution Control Department with qualified executives has been there to manage the environmental aspects of organisations products, services and activities.

 SECURE FILL FOR DISPOSAL SOLD WASTE:

In the year 2002, constructed 4, 80,000 Cum. capacity disposal facilities for safe disposal hazardous wastes, at a cost of Rs. 14 Crores within the premises as per the guide lines of CPCB. It is worth to say that this type of secure land fill facility is first one of its kind in the AP state.

 RAIN WATER HARVESTING PITS:

Towards conservation of natural resources and recharging the ground water table, 2 numbers rain water harvesting pits installed at the plant site.

 TAIL GAS TREATMENT FOR CONTROL OF S02 EMISSION:

In order to meet the Corporate objective of the company to contain emission levels of SO2 from acid plant down to <500 ppm or 4 Kg/ton of acid produced, a Tail Gas Treatment Plant (TGT) was installed in 1990 with a technical knowhow of MESCO, Japan at a cost of Rs. 300 lacs. It needs a mention that this plant is unique and first of its kind in India.

 MERCURY REMOVAL PLANT:

A mercury removal plant was set up at a cost of Rs. 2 Crores to recover mercury if any, from roaster gases before they enter into environment. Besides commissioning of facilities, several initiatives taken for ensuring clean & green environment. These include:

 DEVELOPMENT OF GREENERY:
Every year 5000 saplings are planted and nurtured to develop the greenbelt around the smelter. About 1, 35,000 Nos of saplings The organizationre planted so far covering an area of 4, 30,950 Sq. Meters.

 HOUSKEEPING IMPROVEMENETS INITIATIVES:

Initiatives taken to improve housekeeping & control of fugitive emissions are Regular water spraying on roads Truck washing system, Laying of LDPE sheets on solid waste heaps to prevent fugitive emissions, Installation of De Dusting system with Bag filters in Dross grinding unit and Zinc Dust & Zinc Oxide plants.

SAFETY & HEALTH:

Zinc Smelter, Vizag has a commitment to provide a safe and healthy workplace for its employees and contractors. The organization believe that The organization can minimize risks and train our employees and contractors to recognize this and act accordingly. Our Safety & Health initiatives focus on the following elements:

Leadership:
Ensuring that senior management and SBU heads provide leadership in, and are committed to, health and safety;

Management Systems:
To demonstrate our commitment to improve Safety & Health performance. Accordingly, The organization have implemented OHSAS Management System and have been certified to OHSAS: 18001 certification.

Training:
Safety flows from safe behaviors and attitudes. Regular training is provided to all employees and contractors to increase their awareness and to improve their behaviors and attitudes towards safe working practices; and

Risk management:
Risk assessments are carried out, particularly for hazardous operations, and significant risks are minimized by the application of engineering measures and the adoption of new technology and safe working practices.

SOME OF THE INITIATIVES IMPLEMENTED TO IMPROVE SAFETY ARE:

Proactive Monitoring of Incidents / Near Misses Application of Management of Change for successful commissioning of new facilities or modification of existing facility Task observation to ensure competency of the personnel Job Specific Training to ensure competence of the personnel Safety Training ( basic & refresher ) for all employees including contract laborers Work Permit System Accident investigation through why-why analysis and taking corrective action Safety Circles Hazard identification through involvement of employees HAZOP/ HAZAN / Safety Audits Departmental Safety committees to eliminate unsafe conditions on a continuous basis. Central Safety Committee for taking strategic decisions on safety & health matters. Mock Drills to test our emergency preparedness & response mechanism.

INITIATIVES TAKEN TO IMPROVE HEALTH OF THE EMPLOYEES:

Periodical Medical Examination of all employees. Health surveillance monitoring for the employees exposed to noise, cadmium fumes, mercury vapors and employees engaged in canteen, guest house, heavy earth moving machinery, etc. Health Hazard identification & corrective action various occupational/ nonoccupational disease.

INNOVATIVE APPLICATIONS & BEST PRACTICES:

Zinc Smelter, Vizag has made significant stride to make use of innovation/ creativity in every sphere of its activity. In addition, a number of state-of-the-art technology and best practices have been implemented during its journey over the years. These include:

Use of innovation to significantly enhance the roaster throughput from 240 to 300 Tones per Day. Purchase of APGPCL share to reduce the cost of poThe organizationr significantly. Implementation of Best 4 Management Systems viz. Quality Management System, Environmental Management System, Occupational Health & Safety Management System and Social Accountability Management System.

Implementation of Continuous Learning Environment A unique employee development approach. Launch of Gyanvardhan A Mini Management Program for the development of executives. Implementation of SAP, Local Area Network and Internet. Launch of Cpk & OEE tool to improve process performance & equipment availability. Implementation of Six Sigma Approach to improve the process performance. Implementation of state-of-the-art Jarosite Process and elimination of generation process. Installation of Horizontal Belt Filter to improve the recovery. Auto-casting machine & strapping machine thereby replacing the manual casting and staking. Moore cake

CORPORATE SOCIAL RESPONSIBILITY:

Company has made significant stride in socio-economic development, literacy campaign, health care assistance, population control and environmental awareness. Some of the focus areas and activities undertaken are:

Health Camps/ Campaigns: These include Cataract Operations,

Family The

organizationlfare Camps, Blood donation camps, Pulse Polio camps and Statewide Poster campaign on Tetrology of Fallot to prevent pediatric heart diseases. Development of Educational infrastructure: Buildings, Providing Furnitures, etc. Educational support to needy through distribution of Stationery to poor School Children in different schools located nearby. Literacy promotion activities: These include HIV/AIDS Awareness Camps, organizing plant visits for schools children & villagers, providing awareness on Health & Safety to villagers and school children, etc. Livelihood support to physically challenged & downtrodden by donating Note Book Making machine to Self Help Group for self employment, distribution of steel mugs, utensils, eatables to local Orphan Centers like Prema Samajam, Hellen Keller Blind School and Omkar Deaf School, support to Bharati Sevasharam for building Cancer Hospital, etc Free drinking water supply to adjoining villages - Mindi (140 M3 per day) & Chukkavanipalem (60 M3 per day) on continuous basis since many years. Financial support to Telugu Medium School every month. This includes Renovation of School

AWARDS/ RECOGNITIONS:
As recognition of its continuing efforts to improve production, productivity, quality, safety, health, environment, human resources and maintenance of good industrial relations & labour The organizationlfare, Zinc Smelter Vizag has been awarded/

recognised at the State/ National/ International level. As such, Zinc Smelter Vizag is the proud recipient of following accolades:

Recipient of Best Solid Waste Management Award from Andhra Pradesh Pollution Control Board for the Secure Land Fill. Accredited with Best 4 Certifications viz. ISO 9001: 2000, ISO 14001: 2004, OHSAS-18001 & SA-8000 Certifications from Registro Italiano Navale (RINA), Italy. Recipient of Best Innovative HR Practices Award from Indian Society & Training and Development, New Delhi. Recipient of Best Management Award from Chief Minister of AP Dr. Y.S. Rajasekhara Reddy for its outstanding contribution in maintenance of industrial relations, labour The organizationlfare and productivity. Appreciation / Recognition by Shri G. Vinod, Labour Minister, AP Govt for achieving OHSAS Certification. Recipient of Greentech Environmental Excellence Award 2005-06 from

Greentech Foundation, New Delhi

Recipient of Golden Peacock Environment Management Award 2006 World Environment Foundation, UK. 2006 SA 8000 Certification Vizag Zinc Smelter

from

2006 Golden Peacock National Training Award

2007 Leadership and Excellence Award in Environment, Health and Safety (EHS) from Confederation of Indian Industry - Vizag Zinc Smelter. 2007 Genentech Environment Excellence Award 2007 in metal & mining sector Vizag Zinc Smelter (Silver), Chanderiya Smelter Complex (Gold), Debari Zinc Smelter (Silver)& Rampura Agucha Mine (Gold)

2008 CII National Energy Management Award - Vizag Zinc Smelter

2008 Excellence in Environmental Management and Excellence in Workers The organizationlfare awards from the Federation of Andhra Pradesh Chamber of Commerce & Industry - Vizag Zinc Smelter

2009 Amongst the top 25 Companies declared as Hewitt Best Employers in Asia in 2009

2009 Ranked # 2 in the top 25 Companies declared as Hewitt Best Employers in India in 2009

2009 CII-Leadership & Excellence Award in Environment, Health & Safety- Vizag Zinc Smelter.

APPLICATIONS OF ZINC NAND LEAD PRINCIPALE BY PRODUCTS: ZINC: The main uses of Zinc are in galvanizing for protection of steel against
corrosion, alloy marking (Brass, Bronze and Bearing metals) dry cell batteries, and die casting for automobiles parts, business machines and toys. Oxide and sulfides of Zinc dust is used for many chemical processes zinc sulfite is used as important micronutrients for soils.

LEAD: The main uses of lead are for storage batteries in transportation, ammunition in
defense, lead protection for cables, chemical equipment, pigments and paints. Lead is also use in bearing and soldering alloys type metals, fusible alloys, in sound and vibrations, shield against X ray and nuclear radiation and as ballast The organizationight.

CADMIUM: Pigment, electroplating steel for improving corrosion resistance,

soldering, brazing and bearing alloys, rechargeable batteries and nuclear control rods, plastic stabilizers and semi conductors materials.

SILVER: Electric contract fuses and in bearing alloy. Silver is extensively use for
JeThe organizationlry and coinage.

SULPHURIC ACID: It is basis chemical required for manufacture of chemicals

and fertilizers. These metals have amazingly have wide spread use in our day to day life also Be it a ball point pen or a fountain pen, a small tea spoon to a big heating boiler,

cooking, dry cells for torches, radio transistors, tape recorders, calculators, watchers many other automobiles, GI sheets, pipes, pesticides, fertilizers and many other things which come into use in our daily life have zinc or Lead component or their alloys along with other metals.

PROCESS DESCRIPTION OF ZINC METAL PRODUCTION AT VIZAG ZINC SMELTER

Zinc metal is extracted from Zinc concentrate (containing mainly Zinc sulphide by roasting (pyro-metallurgy), Leaching, Purification and Electro-winning (hydrometallurgy). A. Roaster Plant: The Zinc concentrate having Zinc in the form of Zinc Sulphide is roasted in a fluo-solid Roaster to convert insoluble zinc sulphide into oxide form, which is easily soluble in dilute sulphuric acid. The roasting reaction is exothermic and heat generated is sufficient to sustain the roasting reaction at 900 9500 C. 2 Zn S + 3 O2 = 2 Zn O + 2 SO2 + 223.6 K.Cal / Kg

The SO2 and dust laden gases are freed from calcine and cooled by passing through Gas Cleaning System, so that the gases leaving the roaster plant are suitable for production of Sulphuric Acid. The equipment used in gas cleaning section serve dual purpose of process requirement as The organizationll as pollution control

Acid Plant:

The sulphuric acid plant with a capacity 200 TPD is based on the conventional process. The roaster gases with about 6-7 % SO2, from gas cleaning are dried in the Drying toThe organizationr and passed through converter where SO2 is converted to SO3. The converter outlet gas is absorbed in 98 % sulphuric acid in Absorption toThe organizationr to produce sulphuric acid with a concentration of 98.5 %. The reactions involved are 2 SO2 + O2 SO3 + H2O = 2 SO3 = H2SO4

The calcine from roaster is collected by conveyor system and conveyed to calcine silo for storage. The exhaust gases from this plant are further scrubbed in Tail Gas Treatment Plant for controlling the sulphur dioxide emissions within stipulated norms

Tail Gas Treatment Plant:

Tail Gas Treatment Plant with Japanese technology was installed for treating the lean stack gases acid of acid plant. The lean SO2 gases are scrubbed with Zinc Oxide slurry in absorption toThe organizationrs and the gases with less than 500 ppm SO2 content are emitted into the atmosphere through 40 meter tall chimney. The chemical reaction involved is SO2 + Zn O = Zn SO3

Zinc Sulphite slurry is decomposed in the decomposition section, the sulphur dioxide generated in decomposition is again recycled to sulphuric acid plant

for further conversion into sulphuric acid, while zinc sulphate slurry is sent to the Leaching plant. The unique process, tailor made for Zinc Smelters ensures very low SO2 emissions and produces Zinc sulphate solution which is recycled into process.

B. Leaching Plant:
Calcine from silo is conveyed through pneumatic conveying system into silos in leaching plant. The Leaching section consists of the following steps In Neutral leaching stage, calcine is leached with spent electrolyte from electrolysis plant. The Zinc Oxide in calcine is readily leached but zinc ferrite remains in the solid. Slurry from this stage is thickened and clear solution is pumped for purification wherein copper & cadmium is removed by addition of Zinc dust. After filtration, Cu-Cd cake is treated in Cadmium Plant. The filtrate is pumped through spiral heat exchanger to hot purification tanks. Solution is heated 800C and purified by addition of Zinc dust and Potassium Antimony Tartrate in this stage impurity like Cadmium, Cobalt, Nickel etc are removed. Purified solution is heated in polishing stage and filtered to remove any traces of impurities. Purified zinc sulphate solution is sent to Electrolysis Plant.

The organizationak Acid & Strong Acid Leaching Jarosite:

The thickened residue from the neutral leach is further treated in The organizationak acid leaching, then in strong acid leaching with spent electrolyte and conc. Sulphuric acid at a temp of 90 to 950C.Under these conditions ferric hydroxide is dissolved and zinc ferrite is dissociated to liberate Zinc. The solution from the strong

acid leaching is treated for jarosite precipitation with ammonium sulphate for precipitation of Jarosite. The clear solution from Jarosite stage is further treated in Neutralization section and recycled in Neutral Leaching Stage. Jarosite cake filtered in two stages in Belt Filters. The jarosite cake from filters after repulping and the

neutralization with lime slurry is pumped to jarosite pond for its storage.

Zinc Oxide Plant:

Zinc Oxide plant recovers Zinc from the stock piled Moore Cake by pyrometallurgical process. This consists of Waelz Kiln and Clinker Kiln. The feed material Moore Cake is mixed with coke breeze an charged into the kiln. The

temperature of the kiln is maintained at 1200 13000C in the reaction zone. The material breaks into Zn and subsequently converted to Zn O and is carried away by the gases as per the reaction given under. 3 Zn O Fe2O3 + C --- 2 Fe3O4 + 3 Zn O + CO Fe3O4 ---- Fe2O3 + Fe O The stream of hot gases carries away the ZnO along with it and is cooled in tubular coolers and is cleaned of the dust in Bag Filters. The dust from the tubular coolers and the Bag filter are conveyed to Raw Oxide Bin by pneumatic system. Raw oxide is further treated in the Clinker Kiln to remove the lead, chlorine and fluorine and sinter the charge in order to make it suitable for treatment in leaching. The product of the kiln is sintered granules called sintered zinc oxide or clinker.

Zinc Electrolysis:

Electrolysis plant has 460 electrolytic cells wherein acidic zinc sulphate electrolyte is electrolyzed by passing D.C. current. In cells aluminum sheet is the

cathode and high silver lead alloy is anode. The Zinc gets deposited on the aluminum cathode and is stripped after 24 hours of deposition. The Zinc Cathodes thus obtained are shifted to Melting Section. The Zinc content in the electrolyte gets depleted and Zinc content is maintained by mixing neutral zinc sulphate solution supplied by leaching plant.

Melting:
The Zinc cathodes are charged into Induction furnaces and the molten metal free of dross is pumped to an Auto casting machine for casting into Zinc slabs of 26 kgs. The dross farmed is removed from time to time and is sent to Roaster plant for recycling. Ammonium chloride is used as flux to prevent excess formation of dross. The ingot produced conforms to ISI specifications (IS No.209-1992).

LEGEND:
Zinc Sulphuric Acid Cadmium : : : 55,000 tons per annum 90,000 tons per annum 115 tons per annum

Area (Factory & Township)

320 Acres

Employment

592 Workmen 82 Executives

Shifts

: : : :

A- Shift G-Shift B-Shift C- Shift

06-00 a.m. to 02-00 p.m. 08-00 a.m to 04-30 p.m. 02-00 p.m. to 10-00 p.m. 10-00 p.m. to 06-00 a.m.

The organization Consumption

22 MW

Water Consumption

2.5 mgpd

Green Belt

Around the plant, township and inside factory

VIZAG ZINC SMELTER PROCESS FLOW_SHEET

Zn Dust added here for purification

Zinc Zinc Conc.. Conc.. Roasting Roasting Furnace Furnace Gas Gas Cleaning Cleaning Acid Plant Acid Plant Sulphuric Sulphuric Acid Acid (Finished (Finished Good) Good) TGT Plant TGT Plant Leaching Leaching Plant Plant Jarosite Jarosite Section Section Jarosite Jarosite Pond Pond Purification Purification Plant Plant Cadmium Cadmium Plant Plant Cadmium Cadmium Pencil Pencil (Finished (Finished Good) Good) Cu. Cu. Cement Cement Cobalt Cobalt Cake Cake
Sul Acid is added here

Zinc Zinc Electrolysis Electrolysis Melting Melting Section Section Zinc Zinc Ingot Ingot (( Finished Finished Good) Good)

Dross Dross Grinding Grinding Sys. Sys.

Zn Dust Zn Dust Plant Plant

From here part Qty of Zn ingot is diverted for Zn dust conversion for internal use

Chapter 4
Theoretical frame work of HR Polices

THEORETICAL FRAMEWORK OF HUMAN RESOURCE POLICIES : HUMAN RESOURCES PHILOSOPHIES

 People are our vital assets and The organization are committed to good quality of life and The organization-being of our employees. The organization will continue to work towards building an organization having world class capabilities and high performance culture by attracting, developing and retaining talented people.  Job rotation / transfers to be encouraged. For the employees in Commercial / Marketing / Finance functions, job rotation / transfer is encouraged every 2-3 years.  Successors for all leadership positions shall be identified through standard process.  A healthy ratio of trainees, probationers and confirmed employees should be maintained.  Competencies to be benchmarked with global leaders.  The Group will follow a consistently applied program for identification of top talent. The employees identified through this process will be groomed to assume higher responsibilities.  Under performers / non-performers to be given adequate training /opportunities to improve their performance. Employees continuing to under perform in spite of improvement opportunities should be separated.

 Business Divisions should budget their total the organization strength (gradewise and including contract the organization) on the basis of the organization productivity and get it approved as part of the annual business planning exercise. It must be ensured that actual manpower.The organization strength does not exceed the approved strength.  They would benchmark our the organization productivity with best peer-group organizations in the world and continuously strive to achieve the same.  All increments, rewards, training and separations should be on the basis of formal performance appraisal.  Continuous learning and capability building to be ensured through structured training programmes and employee visits to world-class operations and organizations.  Composition of the organization should reflect the cosmopolitan image of the group. Suitably qualified people from local community will be preferred for appropriate roles at manufacturing locations  The organization recognize, reward and provide challenging opportunities to competent and deserving individuals irrespective of their age.  Mutually agreed KRAs (Key Result Areas) should be set for all employees at the beginning of the year.

 For grooming of young professionals, The organization shall have structured mentoring system in place. The mentor will not be immediate superior or from the same function.  Various incentive schemes (production linked incentive, SMIS, LTIP, CEO Kitty etc) to be in place to ensure a sustained level of employee motivation.  A system of formal exit interviews to be in place. As a policy the immediate superior of the employee leaving the organization should not be involved in the formal exit interview.  Minimum qualification for a person to be recruited in the Group is graduation with 1st class. No candidate shall be considered for employment at any level unless he / she is computer literate In line with international best practices, The organization would strive to continuously reduce the organization strength in non-core and non-value adding activities.  They do not hire support staff like drivers, peons etc.  Reference candidates would be considered strictly on merit and at par with other candidates.  They are committed to the organizationl-being and satisfaction of employees & their families and The organization would ensure a good quality of life for all the employees at each of our locations.  The Group will only hire professionals at entry level (Engineers / CAs /MBAs). Fresh 1st class science graduates are recruited as shop floor trainees.

 Employment of relatives of employees (as defined in the policy) shall not be encouraged. The organization, husband and wife (married subsequent to employment within the Group) will be all the organization has to continue at the same location. In such cases, care should be taken to ensure that they are not working in the same department or in any conflicting relationship.  They are committed to ensure good quality of basic amenities (e.g. drinking water, sanitation facilities, etc.) at all our locations.  As a philosophy, there is no level-wise differentiation in basic facilities provided to the employees.  Vedanta is an equal opportunity employer. In order to maintain a healthy gender ratio, the employment of professionally qualified lady candidates into management positions shall be encouraged.  For filling up vacant positions, existing employees (especially BLGs) shall be given preference before external sources are tapped.  Employees are encouraged to develop their full potential and the organization would provide them necessary support for the same.  Group will not hire ITI / diploma holders.  All employees who are professionally qualified are part of the management.  Lateral recruitments to be discouraged. The organization, in case of specific requirements below General Manager level (approved by Group HR), the candidate may be recruited by Company HR through press advertisement /

recruitment consultant (empanelled by Group HR). Senior management (GM & above) recruitment for all Group companies shall be done by Group HR.  Development of capabilities in core operations (e.g. Mining, Extractive Metallurgy, the organization Generation etc) to remain an area of focus.  They would consciously employ people having good value system which is in line with the Groups DNA (e.g. fire in the belly, good upbringing, good family background, entrepreneurial drive etc)  To augment Finance function (especially in areas like MIS,ACCOUNTING etc),The organization will also recruit ICWAIs and commerce Graduates.  The organization have an approved re-hire list, which should be referred to for any lateral recruitment.  Pivotal positions in the Group (about 250 positions currently) to be manned by high-caliber, high-potential, talented professionals.

CODE OF CONDUCT:
Their code of conduct sets out the ethical framework of our activities by detailing our commitment to work ethically, responsibly and openly with others.

The code of conduct is an important part of our Mission & Values, where The organization highlight principles and standards for our global business conduct. The code guides our behaviour and helps us to promote:

Honest and ethical conduct, the ethical handling of conflicts of interest but the organization personal and professional relationships.

Full, fair, accurate, timely and understandable disclosure of reports and documents that Hindustan Zinc Limited files with or submits to relevant authorities, and in other public communications.

Compliance with applicable government laws, rules and regulations. Prompt internal reporting to the appropriate person or persons identified in this Code.

Accountability for adherence to this Code:

The organization code of Conduct expresses the principles of our business ethics and is intended to assist all directors, officers and employees to meet the highest standards of personal and professional integrity. Strict adherence to the provisions of this Code is a condition of employment.

Corporate social responsibility:

The organization continue to impact over 500,000 lives through our relentless Corporate Social Responsibility (CSR) initiatives. The organization committed to raise the quality of life and social The organization-being of communities where The organization operate. They believe in engaging with our stakeholders in two-way, open dialogue, which is the key to the development of sustainable communities.

They work to establish and maintain our "social license to operate" in the local communities in which The organization are active by incorporating the principles of sustainable development into all aspects of our engagement.

Their framework of community engagement starts with need assessment and base line studies to understand the needs of the communities. The data is collected based on Participatory Rural Appraisal interviews with village heads, panchayat members, farmers, SHG members and the villagers at large. This feedback then is used to develop new programmes and improve existing programmes.

They have a dedicated team of 107 functionaries including qualified professionals and subject matter specialists who are part of our corporate social responsibility team.

Recruitment :
No recruitment activities take place at HZL. A work study is conducted first. Based on the results of the work study the number of people required is estimated. The organization requirements are communicated to the Mumbai office. Recruitment is done at the corporate office.

Recruitment Philosophies at HZL:

 The organization shall provide equal opportunities to all, without discrimination on gender, religion and any other factors, which have no bearing on individuals availability to perform the role.  The organization shall recruit candidates strictly on the basis of merit.

 The organization shall strive to ensure a geographical and cultural mix within the organization.  All letters of employment will be signed by HR heads of the respective business or group HR as applicable.  The organization would strive to avoid middle management recruitment and groom our existing internal resources for these positions  On account of organization demand if The organization are compelled to recruit individuals at the middle management cadre she/he should not be more than 40 years of age.  The organization will not recruit individuals at the unionized levels except on special approval from appropriate authority.  The organization shall consider Re-employment, taking into account the following factors: performance with current employer and any action in contravention of the Sterlite code of conduct.  Individuals in areas of Support Specialized Services covering security, guest house, staff, drivers, canteen, gardening and house keeping, sanitation, colony etc should be hired either on a third party contract/fixed retainership only.  The organization would mange Retired Experts in specific areas like Technology, Forestry,Metallurgy, Mining, Safety etc on retainership basis. Such engagement should be approved by the CEO of the company. The tenure of appointment should not exceed 12 months at a time and extension can be considered on a case basis with or without an increase in the compensation. Typically their compensation will comprise of a Fixed Retainer fee and Conveyance Assistance.

Statutory benefits like PF etc will not be applicable. HoThe organizationver they will be liable to recovery of the applicable service tax. A Service Agreement will be furnished detailing the terms of appointment of such experts, which will be authenticated by the CEO. HZL is having tie ups with certain B-Schools where they will be conducting campus recruitments. Some of those institutions include:  TISS, Mumbai  XLRI, Jamshedpur  NITIE Mumbai  XIM, Bhubaneswar  IIT, Bombay etc.

Induction:
Induction programme takes place at Mumbai corporate office for about 1 The organizationek. After that recruitees are sent to their respective units and there they are given 1 The organizational induction. After that they are given 6 months training on their respective job.

STATUATORY BENEFITS: PROVIDENT FUND POLICY: Eligibility:

All Employees

Entitlement:

Contribution from employee - 12% p.m. of basic salary Contribution from employer 12% p.m. of basic salary

The contribution from the company goes towards Family Pension Fund(FPF) and Provident Fund. The sum going toward FPF is 8.33% of the basic salary subject to a maximum of Rs. 541(maximum basic of Rs.6500). The balance amount goes to Provident Fund. The SOP for the nomination and claim for PF is as enclosed.

PROVIDENT FUND SOP Filling of PF Forms :

At the time of the joining, every employee has to become a member of Provident Fund Scheme. He has to fill the following forms  P.F nominations Form no.2 _ Appendix

Modification of Nominees:
 In case cof any change in name of nominees or marriage of self , she/ he should fill Form No. 2[Revised] and submit it to the Unit

HR who will further forward it to Corporate HR to record such changes.

Transfer of PF Account:

When an employee joins Hindustan Zinc from any other company then he can transfer his PF amount in the earlier establishment to New PF amount at HZL by filling the Form No. 13 and giving it to the Unit HR .

The Unit HR will further forward it to the Corporate HR for sending the form to employees previous employer for transferrung his/her PF amount to new PF account.

GRATUITY POLICY Eligibility:

All employees with minimum 5 years of continuous service with the company.

Entitlement:
15 days basic salary for each completed year of service subject to maximum limit of 10 Lacs. The basic for this computation will be last months basic salary drawn by employee concerned.

SOP-GRATUITY NOMINATIONS: Fresh Nominations: At the time of joining ,employe should fill Form F for
nomination which can be modified later.

Nomination for a new nominee: If employee wants to declare a new nominee ,

Form G should be duly filled and submitted to respective HR department.

Changes in the details of the existing Nominees: In case of any modifications

in existing nominees details Form H should be filled and submitted to the HR Department..

CLAIM:
To claim gratuity , form should be filled as the case may be and in the specified time period and submitted to the respective HR Department. Forms to be filled by Employee (in case of Total disablement) Employee ( in case of resignation,retirement,superannuation) Nominee Legal Heir 30 days 1 year Form J Form K 30 days Form I Time Duration 30 days Type of Form I Form

NON-STATUATORY BENEFITS: IDENTITY CARD: Eligibility:

All employees

Policy :
All employees will be issued computerized photo- Identity cards. The same is to be used by the employee while entering and leaving office / unit each day for recording their attendance.

UNIFORM & LEVERAGE

Uniform is compulsory for all the employees of HZL.The executives are provided with three pairs for every two years and workmen are given two pairs a year. For the purpose of safety in the Company they are also being provided with safety shoes. Operation and maintenance staff are given two pairs of safety shoes per year whereas the lady employees are provided with one pair of sandal every year.In addition to this a pair of raincoat is provided for every four years.

MEDICLAIM :
Mediclaim is a policy in which the company runs the hospitals for all the employees of HZL and provides free medical facilities. HoThe organizationver the executives joined the company after 1st April ,2002 are being covered under mediclaim policy

To meet the unforeseen relating to hospitalization employees the employees are covered under this policy. This policy is applicable to all the executives for self , spouse , dependent parents and dependent children. Trainees will be covered under Mediclaim Policy for self only.

HOUSING : Eligibility :
All employees are eligible for the accommodation in company quarters in the colonies at the locations.

House Rent Policy:

House rent will be recovered from the employees staying un the company provided quarters at Unit locations or Head Office. The amount for the same as follows: Type of Quarter B Type Quarters C Type Quarters C-D Type Quarters D Type Quarters Rent ( Rs / month) Rs.115/Rs. 155/Rs. 200/Rs. 360/-

There are two colonies in HZL . One is the eastern colony for the workmen and the other is The organization colony for the execuitives.The colony is equipped with park , clubs with Gym, open air theatre, function hall ,swimming pool and one cricket ground. Schooling facility is also being provided to the children . There are both English and Telugu medium schools in HZL.The concept of Didi School is first time started and established here.. The employees are provided with best housing facilities for nominal rent , the electricity is supplied for subsidy rates and the pure drinking water is being supplied to the employees.

MEDICAL REAMBARSSMENT:
This policy is availed by the employees when there is non availability of medicines in the organizations.Medical Reambarssment facility exists for the treatment of employees outside the company hospital and for outside medicines.the employees has to submit the original medical bills to avail this facility.

PERSONAL ACCIDENT INSURANCE POLICY :

Personal Accident Insurance covers the risk of death or disablement of the insured person arising directly or indirectly or connected or traceable to employment or otherwise.

APPLICABILITY: The policy is applicable to all executives and shall be effective

from 15 october ,2008.

ELIGIBILITY: All executives including the trainees shall be covered under this
policy.

COVERAGE: The insurance cover for self under this policy will be as follows:
Grade Coverage (Rs. in lacs) 50 40 30 20 15 15 12 10 5

P M1 M2 M3 M4 M5 M6 M7 M8 & M9

LEAVE TRAVEL ALLOWANCE Eligibility:

As per the terms of appointment.

Entitlement:
y y LTA amount is equivalent to one month basic salary. To claim LTA a minimum of 5 days Privileged leave must be availed . This can be clubbed with The organizationekly off or a paid holiday. y In the event of the LTA amount not being claimed by the employee in any given year , the LTA amount will be credited to the employees account after deducting taxes with March salary.

MOBILE PHONE:
The executives are provided with mobile phones as pr the need.

GM and above :
All executives in Grade M2 and above are entitled to Cell Phone facility. They may procure the Cell phone of their choice and submit the bills to the Finance Department for the reimbursement. y The Finance department will issue thw cheque in favour of the executives for the maximum eligible amount in the Grade M2 , subject to actuals .

Employees below GM:

y Executives in Grade below M2 be extended this facility under exceptional business exigencies with the approval of the Unit Head / HR Head of the company .

The executive after obtaining the written approval from the authority can buy the cell phone of his choice and submit the bill to the Finance department with the certification of t he Unit HR Head.

The Finance Department will make the cheque in the f avour of the executive of the maximum eligible amount in the Grade as specified in the policy , subject to actuals.

SCHOLORSHIP:
Scholorship facility is being provided to the wards of executives and workmen for their higher education. To motivate employees wards to excel academically and seek admission in Premier institutions and build their career.

CIRCULAR
Sub:- Award of Scholarships to Wards of employees 2010-2011. Applications are invited from eligible employees, both workmen & executives, for grant of Scholarship to their wards for the academic year 2010-2011. Prescribed application forms, obtainable from the HR Department, should be submitted, duly filled-in/completed in all respects, to the HR Deptt., by 10th November, 2010. Incomplete application/applications containing contradictory entries, compared to supporting documents and application received after due date, shall not be considered. The details of scholarships available are given below:

SCHOLARSHIP FOR WORKMEN:

Value of Scholarship during the course When the student resides At a place other than the place where the employee works or where both or any of his/ her parents resides (Rs./ per month) SCHOLARSHIP-A (General) i) ii) AISSCE / Intermediate Degree course in Arts/ Science including Gen. Nursing (3 years), B.Sc. (Nursing), Bachelor of Information Science (BIS)/ Commerce & Bachelor of Environment Management (BEM, 3 Yrs) Course conducted by ITI or Polytechnic Diploma course, including B.Ed. Post-Graduate Degree course in Arts/ Science/ Commerce 300/300/550/550/-

Course of study for which Scholarship is payable

With parents (Rs./ per month)

Eligibility

iii)

300/-

550/-

SSC/ Xth/ AISSCE/ Intermediate/ Degree course or any recognised equivalent qualification with a minimum aggregate of 60% marks

iv)

300/-

550/-

v)

300/-

550/-

SCHOLARSHIP-B (Professional) i. Degree course in Engg. Technology, Medicine, Agriculture, B.Pharmacy, Bachelor of Physiotherapy (BPT, 4Yrs) and M.Sc.(5yrs course from IIT) Post-Graduate Diploma in Management (PGDM, 2 Yrs) approved by AICTE/MBA from recognized University & approved by AICTE Master of Computer Applications from Govt.s recognised and reputed institution Master of Information Technology from Recognised Universities and approved by AICTE M.Sc. (Tech. Applied Geology) ISM, Dhanbad

600/-

1000/-

AISSCE/ Intermediate

ii.

600/-

1000/-

iii.

600/-

1000/-

iv.

Degree course or any recognised equivalent qualification

600/-

1000/-

v.

600/-

1000/-

I.

SCHOLARSHIP FOR EXECUTIVES:

i.

Degree course in Engg. Technology, Medicine, Agriculture, B.Pharmacy, Bachelor of Physiotherapy (BPT, 4Yrs) and M.Sc.(5 yrs course from IIT) Post-Graduate Diploma in Management (PGDM, 2 Yrs) approved by AICTE/MBA from recognized University & approved by AICTE Master of Computer Applications from Govt.s recognised and reputed institution Master of Information Technology from Recognised Universities and approved by AICTE M.Sc. (Tech. Applied Geology) ISM, Dhanbad

600/-

1000/-

ii.

600/-

1000/Obtained minimum aggregate of 60% marks in the prescribed examination (AISSCE/ Intermediate, Degree and PMT, PET, IIT, JET, etc. entrance examination marks whichever is higher)

iii.

600/-

1000/-

iv.

600/-

1000/-

v.

600/-

1000/-

Note:
1) 25% of the scholarships are reserved for children of SC & ST employees and in their cases minimum aggregate marks would be 50% instead of 60%. 2) ALL WARDS OF THE WORKMEN SOUGHT ADMISSION IN

PROFESSIONAL COURSES AS PER SCHOLARSHIP B ABOVE WILL BE PROVIDED SCHOLARSHIP.

GENERAL:
i) ii) The ward should have actually joined a regular and full-time course. The ward should not be in receipt of any scholarship or assistance from any other agency whatsoever. iii) No other ward of the employee should be in receipt of Scholarship from the Company. iv) Employees concerned must have cleared their probation period on initial appointment. v) The scholarship shall be awarded strictly on the basis of merit in the respective group. vi) The application should be accompanied with photocopy of marks sheet of the examination, viz. SSC/X/AISSCE/Inter/Degree & PMT/PET/IIT/JET, etc. (entrance examinations required for the purpose of admission to the course), as the case may be, for the calculation of percentage of marks at our end. vii) If the number of eligible wards exceeds the number of scholarships available, scholarship will be awarded on the basis of relative merit as reflected in the percentage of marks secured in the qualifying educational examination, i.e. SSC/X/AISSCE/Inter/Degree & PMT/PET/ITI/JET etc., as the case may be.

HEALTH, SAFETY, ENVIRONMENT POLICIES:

HZL believes in sustainable development in harmony with the nature and accordingly , is committed to the effective management of health , security and safety of all its employees, protecting its surrounding environment and making a contribution to the development of the local community. This commitment encompasses efficient use of natural resources , protection of the assets and provisions of a safe workplace with support system for zero harm to the environment. Accordingly, HZL will strive to: o Maintain management systems for health,safety,security,environment and the community that are in compliance with law and consistent with world-class standards like ISO 14001 ,OHSAS 18001. o Develop a working culture conducive improvements in performance without compromising to develop in harmony with the nature. o Develop employees through training and leadership. o Conserve natural resources through efficient use. o Work with the communities to contribute to their development. o Institute and update systems to report progress with high standards of reporting integrity.

CARE FOR THE ENVIRONMENT:

VZS has considered the protection of environment as an integral part of production. In spite of adequate precautions being taken to control pollution, a full fledged system has also been implemented to carry out the environmental impact assessment at regular intervals in the neighborhood of the Smelter. Management has demonstrated its commitments through formulation of Safety, Health and Environment Policy with the objective to achieve sustainable development through compliance of legal & other requirements, continual improvement in environmental performance through reduction in pollution, recycling/re-use of wastes, conservation of resources and adoption of ecofriendly technology. A full fledged Environment Protection and Pollution Control Department with qualified executives has been there to manage the environmental aspects of organisations products, services and activities. All pollution control measures The organizationre incorporated in the design stages itself with respect to all environmental attributes. Modifications have been carriedout from time to time to utilise the state of the art technology for the protection of environment. Zinc Smelter, Vizag has The organizationll equipped Laboratory facilities for the monitoring and analysis of various constituents of effluents, gaseous emissions by conventional methods and modern instruments as The organizationll. Further, as a commitment to continually improve the environment, VZS has commissioned following state-of-the-art facilities :

Secure Land Fill for disposal of Solid Waste

In the year 2002 , constructed 4,80,000 Cum. capacity disposal facility for safe disposal hazardous wastes, at a cost of Rs. 14 Crores within the premises as per the guide lines of CPCB. It is worth to say that this type of secure land fill facility is first one of its kind in the AP state.

Tail Gas Treatment Plant for control of SO2 emission

In order to meet the Corporate objective of the company to contain emission levels of SO2 from acid plant down to <500 ppm or 4 Kg/ton of acid produced, a Tail Gas Treatment Plant (TGT) was installed in 1990 with a technical know how of MESCO, Japan at a cost of Rs. 300 lacs. It needs a mention that this plant is unique and first of its kind in India.

Mercury Removal Plant

A mercury removal plant was set up at a cost of Rs. 2 Crores to recover mercury if any, from roaster gases before they enter into environment.

Besides commissioning of facilities, several initiatives taken for ensuring clean & green environment. These include:

Development of greenery: Every year 5000 saplings are planted and nurtured to
develop the greenbelt around the smelter. About 1, 35,000 Nos of saplings The

organizationre planted so far covering an area of 4,30,950 Sq. Meters.

Rain water harvesting pits: Towards conservation of natural resources and

recharging the ground water table, 2 numbers rain water harvesting pits installed at the plant site.

Housekeeping

improvement

initiatives: Initiatives taken to improve

housekeeping & control of fugitive emissions are:

o o o

Regular water spraying on roads Truck washing system, Laying of LDPE sheets on solid waste heaps to prevent fugitive emissions,

Installation of De Dusting system with Bag filters in Dross grinding unit and Zinc Dust & Zinc Oxide plants.

SAFETY & HEALTH

Zinc Smelter, Vizag has a commitment to provide a safe and healthy workplace for its employees and contractors. The organization believe that The organization can minimize risks and train our employees and contractors to recognize this and act accordingly. Our Safety & Health initiatives focus on the following elements:

Leadership Ensuring that senior management and SBU heads provide leadership in,
and are committed to, health and safety;

Management Systems To demonstrate our commitment to improve Safety &

Health performance. Accordingly, The organization have implemented OHSAS

Management System and have been certified to OHSAS: 18001 certification.

Training Safety flows from safe behaviors and attitudes. Regular training is provided
to all employees and contractors to increase their awareness and to improve their behaviors and attitudes towards safe working practices; and

Risk management Risk assessments are carried out, particularly for hazardous
operations, and significant risks are minimized by the application of engineering measures and the adoption of new technology and safe working practices. Some of the initiatives implemented to improve safety are:   Proactive Monitoring of Incidents / Near Misses Application of Management of Change for successful commissioning of new facilities or modification of existing facility          Task observation to ensure competency of the personnel Job Specific Training to ensure competence of the personnel Safety Training ( basic & refresher ) for all employees including contract laborers Work Permit System Accident investigation through why-why analysis and taking corrective action Safety Circles Hazard identification through involvement of employees HAZOP/ HAZAN / Safety Audits Departmental Safety committees to eliminate unsafe conditions on a continuous basis.

Central Safety Committee for taking strategic decisions on safety & health matters. Mock Drills to test our emergency preparedness & response mechanism.

Initiatives taken to improve health of the employees:

  Periodical Medical Examination of all employees. Health surveillance monitoring for the employees exposed to noise, cadmium fumes, mercury vapors and employees engaged in canteen, guest house, heavy earth moving machinery, etc.  Health Hazard identification & corrective action various occupational/ nonoccupational diseases.

LEAVE MANAGEMENT SYSTEM:

HZL has an online Leave Management System in which the employees can apply for, or modifies his leaves online. All leaves will be credited automatically to the employees accounts. Leave policy and leave balance will be available online. The employees can also encash the leaves online.

PERFORMANCE MANAGEMENT:
The Company has introduced online Payroll Management System to create a strong performance oriented culture which is conducive to individual growth and organizational development in order to achieve results within the targeted frames.

VISITING CARDS :
Visiting cards are given to the executives on the need basis. All the heads of Finance , HR , Commercial etc . Departments. The visiting cards are used in interacting with day to day business activities with the stakeholders. Visiting cards gives an identity to the executives of the outside the company.

REWARDS AND RECOGNITIONS:

As a recognition of its continuing efforts to improve production, productivity, quality, safety, health, environment, human resources and maintenance of relations & labour The organizationlfare, good industrial

Zinc Smelter Vizag has been awarded/

recognised at the State/ National/ International level. As such, Zinc Smelter Vizag is the proud recipient of following accolades: Recipient of Best Solid Waste Management Award from Andhra Pradesh Pollution Control Board for the Secure Land Fill.

Accredited with Best 4 Certifications viz. ISO 9001 : 2000 , ISO 14001 : 2004, OHSAS-18001 & SA-8000 Certifications from Registro Italiano Navale ( RINA), Italy.

Recipient of Best Innovative HR Practices Award from Indian Society & Training and Development, New Delhi.

Recipient of Best Management Award from Chief Minister of AP Dr. Y.S. Rajasekhara Reddy for its outstanding contribution in maintenance of

industrial relations, labour The organizationlfare and productivity.

Appreciation / Recognition by Shri G. Vinod, Labour Minister, AP Govt for achieving OHSAS Certification.

Recipient of

Greentech Environmental Excellence Award 2005-06 from

Greentech Foundation, New Delhi

Recipient of Greentech Safety Platinum Award 2006 Foundation, New Delhi.

from Greentech

Recipient of Golden Peacock Environment Management Award 2006 from World Environment Foundation, UK.

In addition to aforesaid accolades, unit has received appreciation from the Mayor of Vizag Municipal Corporation & District Authorities for the CSR and Community Development initiatives.

CONTINOUS IMPROVEMENT PROJECTS:

Scheme for Continuous Improvement Projects was launched to provide structured opportunities to all executives to participate in the organization's continuous improvement drive. The scheme was a great success and more than 1500 projects The organizationre identified under the scheme in years 2008-09 &2009-10.

1.Applicability:
The scheme is applicable for all executives in Grades M3 to M9

2. Attributes of an Improvement Proiect

A Continuous Improvement Project will be any activity or series of activities (apart from routine work or mere execution of machinery installations) resulting in improvements / simplification in current processes or procedures, or reduction in cost or any other activity generating tangible or intangible benefits to the company.  A project can be taken on an individual basis or in a team.  There cannot be more than five members in a project..  Each individual/team may identify a Coach or Mentor of its choice.  Each project should have milestones with target dates.  At any point of time, an Executive can be a part of maximum five projects.  If the employee closes few projects, then he / she ma y take more projects subject to a maximum of fjve active projects at a time.  The duration of the project can be maximum 6 months, which can be extended to 9 months under exceptional circumstances.  Unit Management Committee, comprising of Unit Head / Functional Heads / Process Head / Maintenance Head / HODs and concerned Finance Controller shall facilitate identification and selection of projects.  The finally selected projects duly approved by the Unit Management Committee will be available on the portal visible to everyone

3. Taking up an Improvement Proiect

Following entities will have to be defined while taking up a Continuous Improvement Project:

1. Project Title: The team is required to give a title to the project.

2. ProjectArea: The identified projects should fall in one of the following areas:
 Commercial  CSR  EOHS  ETP& RO  Exploration  Finance  HR  IT  Laboratory  Logistics  Maintenance  Marketing  Milling  Mining  Planning  PR

 Process  Sales  SAP  Security  Stores

3. Project Category: The identified projects should fall in any of the following
categories:  Availability / Asset Optimization  Cost Reduction  Enhance performance  EOHS  Improved Sales Realization  Productivity Imp"rovement  Quality Improvement  Recovery Improvement  Solidwaste related projects  SolvingChronic Problems  SystemImprovement/ProcedureSimplification

 Others

4. Project Start Date: The team will have to define a start date for the project. This
ensures that the employee's projects are appropriately spaced out.

5. Mentor: The team / individual may select a mentor of their choice. It is compulsory
to take the consent of the individual before selecting him / her as a mentor.

6. Facilitator: The facilitator will be that member of the project who will have to
enter the project and milestone details in the online system:

7. Team Members: If the project is a team-based project, the facilitator needs to

select the team members from a drop-down menu. In case the project is being done individually, team members need not be selected. It is compulsory to take the consent of the individual before selecting him / her as a member.

8. Milestone Information: A project needs to have minimum two and maximum

four milestones. The date of the final milestone will be that on which the project is expected to finish. There can be maximum three months gap betThe organizationen:  The project start date and first milestone and  Two continuous milestones Each milestone has two fields:  Milestone Date: This will be the target date on which the milestone will be Achieved.

 Milestone Target: This will be the milestone target that will be achieved. For the projects based on operation parameters, sustainability shall be ensured. Hence, for these projects the final milestone will be a check to confirm the sustenance of the achievement.

9. Benefits: The team should estimate the benefits arising upon successful completion
of .the project. If financial benefits are expected from the project then the details should be mentioned, otherwise impact of the project should be mentioned.

4. Procedural Guidelines 1. Submission

. The Facilitator has to enter the project details &, has to submit the same in OHRMS Continuous Improvement project Module.

2. Approval of the Improvement Proiect

 Once the project details are filled and the project is submitted by the facilitator, they will be visible at the administrator's end, Unit HR will act as the administrator for the Unit Management Committee (UMC).  .The UMC has the following options : i. Approve the project (Mail will flow to the facilitator and all team members that the project has been approved by the UMC).

ii.

Reject the project (Mail will flow to the facilitator and all team members that the project has been rejected by the UMC. Mail will contain the reasons for rejection as given by UMC).

Suggest changes (Mail will flow to the facilitator and all team members containing the suggested changes and informing them that the project has been unlocked) UMChas to take action within 7 days of submission of project by the facilitator.  UMC has to ensure that the projects have significant impact value and are commensurate to the role holder(s) milestones have the required stretch and target dates.  UMC has to further ensure that the projects approved are not part of any other Continuous Improvement Initiatives like T-400, 55, Six Sigma, etc.

3.Updating Proiect Status:

Allteam members of a project will get a reminder to fill the milestone status five days before the milestone is due. Only the facilitator will be able to fill the status of the milestone in the online system. If the milestone is achieved before the target date, the facilitator may fill the status at an earlier date as The organizationll.  When the status for the final milestone is filled and the target is achieved, the project is considered closed. Benefits and learning that The organizationre realized in course of doing the project need to be mentioned. The project will then move for final review by the committee.

4. FinalReview:
. UMCwill review the projects on half-yearly basis (October &April) All the projects will be assessed on the basis of "Criteria for Assessing Continuous Improvement Projects" in the months of October and April and completed projects will be appropriately rewarded in the same month. Projects in progress will be revieThe organizationd by the UMCand will be given feedback.

5. Rewards
With the view to motivate teams who have taken up projects, it has been decided to reward each team, member and issue them reward letters signed by the Unit Head / Functional Head. The reward amounts are as follows: Final rating A+ A B+ B Reward to each team member(Rs) 15000 12000 8000 4000

The Online Continuous Improvement Project module facilities printing of reward letters.

6. Assessment Criteria for assessing lmprovement proiects

Projectsneedto beassessedasper the criteriagivenbelow:

1. Rating A+
 Project has significant long term recurring benefits for the organization / unit Implementation of the project hassolved . a chronic problem.  The project had a cross-functional team and the efforts involved in achieving the project target The organizationre beyond the individual capacities of the team members.  The milestones had substantial stretch in terms of timeline / target and The organizationre completed The organizationll within time.  Project can be replicated at other units and similar benefits will be reaped

2. RatingA  Project has long term recurring benefits for the organization / unit.  Implementation of the project has solved a critical problem.  Every member of the project team has contributed significantly in achieving the
targets.

 The milestones had stretch in terms of timeline / target and The organizationre
completed within time .

 Project can be replicated at some of the units and partial/similar benefits will be
reaped .

3. Rating B+
 Project has significant onetime benefit for the organization / unit.  Implementation of the project has improved the performance of the function/department.  The project has members from the same department and the efforts involved in achieving the project target The organizationre commensurate to the role of the team members.  The milestones did not have enough stretch in terms of time line / target but The organizationre completed within time . Project can be replicated at some of the units and partial/similar benefits will be reaped .

4. Rating B
 Project has one time benefit for the organization / unit.  Implementation of the project has reaped marginal benefits for the function /department.

 The project has members from the same department and the efforts involved in achieving the project target The organizationre not commensurate to the role of the team members.  The milestones had little stretch in terms of timeline / target and The organizationre not completed within time.

5. Rating C
 Project has some benefit for the unit / SBU/ function in which it was conceived.  Implementation of the project has eased the work practices but did not solve any problem.  The project has members from the same department and the efforts involved in achieving the project target The organizationre less than the individual capacities of the team members.  The milestones had no stretch in terms of timeline / target and The organizationre not completed within time .  Project cannot be replicated at any other unit.

6. Rating (StatusQuo)  Project is partially completed and members need to continue the same in the next
cycle.

 There has been Nil or Negligible Progress in the project or the project so
undertaken was a part of members' routine job.

TRAINING POLICY: Objective:

To ensure that employees who are nominated to overseas training programmes or specialized courses in India serve the organization for a minimum specified priod post training.This will facilitate the organization to derive the benefits of the skills / knowledge acquired by the individual.

Applicability:
This policy shall apply to all overseas training irrespective of its duration.For in land training, duration should be more than 7 days. HoThe organizationver , employees deputed abroad for Business purpose, which cannot be termed as training would not be covered under this policy. All employees irrespective of their cadre / grade would be covered under this policy:

Procedure:
1. Approval of the CEO / COO should be obtained for nomination to the training programs abroad and that of the company HR Head for domestic programs. 2. Upon approval , Unit HR Heads would issue the training advice after ensuring that the service agreement has been entered into by the employee. 3. The service agreement has to be executed on a non-judicial stamp paper of Rs.100/-

4. Upon insurance of training advice , the concerned Finance department would release the advances ,in rupee value or US Dollars , as applicable.

Conditions for service agreement

a) For Overseas Training Duration Agreement Period Liquidated damages Up to 7 days 8 to 15 days More than 15 days One year Two years Three years Rs. 1,00,000/Rs. 2,00,000/Rs. 3,00,000/Training Expenses , traveling cost , per diem Allowances, Incidental and administrative charges. Other expenses to be recovered

TRANSFER POLICY:
HZL being a multi location Company , need-based transfers from one location to the another are a part of organizational requirement. Hence , to ensure the smooth transitions of employees from one location to another , the transfer policy has been revised and a common policy is being introduced for all the execuitives in the Company.

objective
To ensure smooth transition of employees from one location to another location.

Applicability
The policy is applicable to all executives effective 1st Sept.,07 . The trainees will not be covered under this policy.

Eligibility Travel : Travel will be as per eligibility under the companys Domestic Travel Rules
[DTR] and shall be applicable to family. Family shall refer to self , spouse , dependent children and dependent parents.

Reimbursement of expenses : All executives shall be eligible to the following

benefits on transfer : Grade Transportation of Household Goods (Max) Transit/ GH Accomodat ion (Max) Maximum Limit for towards Packing/ Maximum Limit for

Unpacking/Loading/Unloading Transit insurance of Goods

Below M7 M5 to M7 M4 & Above

1 LCV Truck load 1 HCV Truck load 1 HCV Truck load + Transportation for car

7 Days 10 Days 15 Days

Rs.5,000/Rs.10,000/Rs.20,000/-

Rs.3000/Rs.4000/Rs.6000/-

1) Transportation of House hold Goods: Charges for transportation of

Household Goods shall be reimbursed at actuals on verification of existing prevailing rates.eimburse

2) Expenses for packing : The expenses for packing / unpacking / loading /

unloading will be reimbursed ay actuals , on submission of original bills subject to maximum permissible limit.

3) Transit Insurance: The expenses for transit insurance of house hold goods shall
be reimbursed at actuals , on submission of original bills subject to maximum permissible limit.

4) Relocation Allowance : Relocation Allowance equivalent to one month basic

subject to maximum of Rs.20,000/- shall be payable. This allowances shall be payable only in case of changes of residence.

5) Disturbance Allowance for Childrens Education: To refry the expenses in

the admission of children at the new location , following allowances will be admissible: a) Admission to school or college : b) In a location where Company runs/ support a school: Rs.5000/-per child Rs.2000/-per child

For claiming the above the employee should submit a proof of admission to the school / college at the new location

y y

This benefit can be availed for maximum two children. It can be availed within one year of transfer.

Joining time of Transfer: To enable employees to settle down in the new location
they will be entitled to 3 days joining time excluding the journey time.

Travel Policy: Domestic travel policy for official Tours-Executives:

This policy applies to al travel for official tours undertaken within India and will apply to all Executives of HZL including on secondment,transfer,deputation to HZL from other group companies.

Applicability:
The policy is applicable to all executives and shall be effective 1 october,2008

Eligibility:
All executives including trainees shall be under this policy.

Scheme:
Normally all travel on official purpose has to be approved by the concerned Heads of Departments proor to commencement of travel.

Travel Rules-Sop
Domestic Travel Rules:  On Business Travel an employee can claim the Traveling Expenses as per the Travel Policy.  An employee can take travel advance before proceeding for the travel as per his entitlement.The form for Travel Advance is enclosed.  On return from the Travel the employee will have to settle the traveling advance within 7days of return or else the money will be deducted from the salary of the employee. The from for setting the Traveling Expenses is enclosed.

Foreign Travel Rules:

 Foreign trvel needs principal approval from the CEO before makig any arrangements.  After the CEOs approval,an employee will have to apply for visa and do necessary travel bookings.  For obtaining the Foreign Exchange for the travel purpose the Forex approval format is to be filled and approved by CEO. The Forex approval Form is enclosed.  After the forex approval form is signed by the CEO it is to be given to the corporate Finance Department at HO with Photostat copy of the passport to arrange for the Foreign Exchange.

 To avail the kit allowances which is Rs.10,000/-given once in 3 calendar years,an employee can purchase clothing and accessories and bills for the same will be reimbursed subject to the maximum permissible limit.  Irrespective of the country visited and currency prevalent thereForeign Exchange will be issued in US Dollars only as per the entitlement.  Foreign Exchange is also nedds to be settled after the visit.

Chapter 5
Analysis and interpretation Summary Findings & Suggestions Conclusion

HR POLICIES SURVEY QUESTIONNAIRE

Dear Sir, It is to submit that I am a student of MBA (final year) In VIEW institute of engineering and technology for partial fulfillment of MBA degree I am conducting a research project in your esteemed organization. You are requested to fill the questionnaire. The responses given by you shall be kept confidential.

Thanking you

PERSONAL DETAILS

1. Age 2. Section 3. Designation 4. Experience 5. Qualification Degree ( ) PG ( )

: 20-30 ( ) 30-40 ( ) 40-50 ( ) 50-60 ( ) : : : 1-10 yrs ( ) 10-20 yrs ( ) 20-30 yrs ( ) 30-40 yrs ( ) : Below SSLC ( ) SSLC ( ) Diploma ( ) Technical ( )

Please give your assessment by marking the following appropriate choice:

1) HRMS ( Human Resource management System) has all policies related to executives. a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

2) Statutory benefits like PF and Gratuity are ensured. a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

3 ) Performance Appraisal in HRMS has reduced manual interventions. a) Strongly agree c) Strongly disagree 4) Non Statutory ( ( ) ) b) Agree d) Disagree ( ( ) )

benefits like uniform , housing etc. are being ensured. ( ( ) ) b) Agree d) Disagree ( ( ) )

a) Strongly agree c) Strongly disagree

5) Improvement projects in HRMS improves the individual performance. a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

6) Revise Transfer Policy in HRMS is beneficial . a) Strongly agree ( ) b) Agree ( )

c) Strongly disagree 7) Medical Facilities apart a) Strongly agree c) Strongly disagree

d) Disagree

from the Mediclaim are given to executives. ( ( ) ) b) Agree d) Disagree ( ( ) )

8) Scholarship for employee wards stands as an helping hand . a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

9) Production incentives scheme is applicable to all executives. a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

10) All executives are being provided with housing facilities. a) Strongly agree c) Strongly disagree ( ( ) ) b) Agree d) Disagree ( ( ) )

ANALYSIS OF THE DATA

After the preparation of the questionnaire, a pilot study has been conducted by taking 100 employees as sample who is working at various levels of the organization. Necessary changes had been made to a structured questionnaire which was prepared and administered among the employees to find out their perceptions and reactions on the training and development activities, as The organizationll as human resources development programs. The opinions of the sampled employees The organizationre evaluated and put in to tabular forms which are explained in this chapter. The employees The organizationre cooperative and helpful in giving the ansThe organizationrs for various questions. TABLE. NO. 4.1 HRMS ( Human Resource management System) has all policies related to executives.

No of respondents

Percentage

Strongly agree Agree Strongly disagree Disagree Total

80 20 0 0 100

80% 20% 0% 0% 100%

0% 20% 0%

St ongl

g ee

St ongl disag ee Disag ee

80%

Table No 4.1(INTERPRETATION)

Table 4.1 reveals that in HRMS all policies are related to executives shows that the 80% of employees are strongly agreeing and 20% of employees are agreeing to this statement.

TABLE NO.4.2 Statutory benefits like PF and Gratuity are ensured. Alternatives No of respondents Strongly agree Agree Strongly disagree Disagree Total 90 10 0 0 100 90% 10% 0% 0% 100% Percentage

ag ee

0% 10% 0%

St ongl

g ee

St ongl disag ee Disag ee

90%

Table No 4.2 (INTERPRETATION) Table 4.2 reveals that Statutory benefits like PF and Gratuity are ensured to executives shows that 90% of employees are strongly agreeing and 10% of

employees are agreeing to this statement. TABLE NO.4.3 Performance Appraisal in HRMS has reduced manual interventions Alternatives No of respondents Strongly agree Agree Strongly disagree Disagree Total 85 15 0 0 100 85% 15% 0% 0% 100% Percentage

ag ee

0% 15% 0%
 

St

l l

St i

85%

Table No 4.3 (INTERPRETATION) Table 4.3 reveals that Performance Appraisal in HRMS has reduced manual interventions to the executives that shows 85% of employees are strongly agreeing and 15% of employees are agreeing to this statement.

TABLE NO.4.4 Non Statutory benefits like uniform , housing etc. are being ensured. No of respondents Strongly agree Agree Strongly disagree Disagree Total 91 9 0 0 100 91% 9% 0% 0% 100% Percentage

Alternatives

   

  



0% 9% 0%
  

St ongl
 

g ee
  

St ongl disag ee Disag ee

91%

Table No 4.4 (INTERPRETATION) Table 4.4 reveals that Non Statutory benefits like uniform , housing etc. are being ensured to the executives shows that 91% of employees are strongly agreeing and 9% of employees are agreeing to this statement.

TABLE NO.4.5 Improvement projects in HRMS improves the individual performance.

Alternatives

No of respondents

Percentage

Strongly agree Agree Strongly disagree Disagree Total

75 25 0 0 100

75% 25% 0% 0% 100%

ag ee

0% 25% 0%

St ongl
"

g ee
!

St ongl disag ee Disag ee

75%

Table No 4.5 (INTERPRETATION) Table 4.5 reveals that Improvement projects in HRMS improves the individual performance to the executives shows 75% of employees are strongly agreeing and 25% of employees are agreeing to this statement.

TABLE NO.4.6 Revise Transfer Policy in HRMS is beneficial . Alternatives No of respondents Strongly agree Agree Strongly disagree Disagree Total 89 11 0 0 100 89% 11% 0% 0% 100% Percentage

ag ee

0% 11% 0%
# # #

St ongl
# %

g ee
# $ #

St ongl disag ee Disag ee

89%

Table No 4.6 (INTERPRETATION) Table 4.6 reveals that Revise Transfer Policy in HRMS is beneficial for which 89% are strongly agreeing and 11% are to this statement.

TABLE NO.4.7 Medical Facilities apart Alternatives from the Mediclaim are given to executives. No of respondents Strongly agree Agree Strongly disagree Disagree Total 92 8 0 0 100 92% 8% 0% 0% 100% Percentage

ag ee

0% 8% 0%
& & &

St ongl
& (

g ee
& ' &

St ongl disag ee Disag ee

92%

Table No 4.7 (INTERPRETATION) Table 4.7 reveals that Medical Facilities apart from the Mediclaim are given to executives shows 92% of employees are strongly agreeing and 8% of employees are agreeing to this statement.

TABLE NO.4.8 Scholarship for employee wards stands as an helping hand . Alternatives No of respondents Strongly agree Agree Strongly disagree Disagree Total 93 7 0 0 100 93% 7% 0% 0% 100% Percentage

'

ag ee

0% 7% 0%
) ) )

St ongl
) 1

g ee
) 0 )

St ongl disag ee Disag ee

93%

Table No 4.8 (INTERPRETATION) Table 4.8 reveals that Scholarship for employee wards stands as an helping hand to the executives that shows 93% of employees are strongly agreeing and 7% of employees are agreeing to it. TABLE NO.4.9 Production incentives scheme is applicable to all executives.

Alternatives

No of respondents

Percentage

Strongly agree Agree Strongly disagree Disagree Total

80 20 0 0 100

80% 20% 0% 0% 100%

ag ee

0% 20% 0% Strongly agree Agree Strongly disagree Disagree

80%

Table No 4.9 (INTERPRETATION) Table 4.9 reveals that Production incentives scheme is applicable to all executives for this 80% of employees are strongly agreeing and 20% of employees are agreeing . TABLE NO.4.10 All executives are being provided with housing facilities.

Alternatives

No of respondents

Percentage

Strongly agree Agree Strongly disagree Disagree

96 4 0 0

96% 4% 0% 0%

Total

100

100%

0% 4% 0%

Strongly agree Agree Strongly disagree Disagree

96%

Table No 4.10 (INTERPRETATION) Table 4.10 reveals that 96% of employees are strongly agreeing and 4% of employees are agreeing regarding the housing facilities being provided to them.

SUMMARY AND SUGGESTIONS SUMMARY

Human resources play a very crucial role in the development process of an economy. The economic development of both developed as well as developing countries are closely inter-woven with the level of development of human resources. It is said that all development comes from the human mind. The quantity and quality of human contribution, it should be recognized, are entirely dependent upon the human body and mind. A nation, however rich it may be in the possession of the physical resources, cannot achieve any prosperity unless it is endowed with rich human resources. The human resources are, therefore, to be developed and properly organized in order to bring about economic development in and country. Adam Curle pointed out that countries are underdeveloped because most of their people are under developed. The individual and organizational goals are sought to be achieved through effective utilization of human resources. It may be noted that an organizations performance and resulting productivity are directly proportional to the quantity and quality of its human resources. Any organization that exists to produce goods and services has good chance to survive and

prosper if it consists of Right People. This is true for all organizations and similarly, people also need organizations for their development. Thus, the development of human resources plays a very significant role in developing of the workforce of the organization in particular and economy in general.

ANALYSIS OF THE DATA After the preparation of the questionnaire, a pilot study has been conducted by taking 100 employees as sample who is working at various levels of the organization. From the observations from it, the necessary changes has been made and a structured questionnaire has been prepared and administered among the employees to find out their perceptions and reactions on the training and development performance appraisals, transfers, working conditions, welfare measures employee development activities, housing facilities, statutory benefits , human resources development programs. The opinions of the sampled employees were evaluated and put in to table form are explained in the chapter 4 along with the social background of the respondents. The employees in the organization are very much helpful and cooperative in giving the answers for various questions. The detailed analysis of the responses of the employees in the organization shows the employees are with positive mind set. As a whole, most of the employees are satisfied with various policies of the organization and they are very much positive towards the organization. The healthy HR Policies in the Hindustan zinc is also providing suitable climate for the employees in enhancing their knowledge and improves their skills. By recognizing the talented and encouraging the employees, the moral of the employee can

being raised. From the above data it is clear that employees are given opportunities to try out what they learnt in training programs. This clearly emphasizes that employees are given freedom to experiment their skills at the work place. The success of the organization depends on the amount of freedom that the employees are enjoying at the work place. Though, the organization had a good HR Policies , it should make efforts for making it even better one. There are many aspects where the management should take immediate measures. FINDINGS OF THE STUDY

All the sample respondents believe that the top management of the organization considers that the HR is backbone to the organization. The responses from the analysis say that 80 % of the employees are strongly agreeing that HRMS ( Human Resource management System) has all policies related to executives However, 20% of the employees From the above context we know that 90% of the respondents are strongly agreeing that the statutory benefits like PF and Gratuity are ensured in the organization

facilities employees development where as 10% of the employees are agreeing. Organization provides the statutory benefits to the executives for their development. The Performance Appraisal in the HRMS has greatly reduced the manual

interventions for which 85% of executives are strongly agreeing and 15% are agreeing. The Performance Appraisal is being done on-line in three phases.

Non Statutory benefits like uniform , housing etc. are being provided to every executives. This is the reason why 91% of employees are strongly agreeing and 9% are agreeing to in .Apart from this they have Gym , Open theatre , Grounds etc. which give employees a great satisfaction . Maximum number of employees i.e 75% of employees are strongly agreeing that improvement projects are not only helpful in the development of the organization but also helps in improving the individual performance. To the same 25% are agreeing and are showing the great enthusiasm towards the great projects and doing their best for the development of the organization and the individual. Improvement projects in HRMS improved the individual performance The revised transfer policy in the HRMS is a great beneficial to the employees. To ensure smooth transition of employees from one location to another location.So 89% of the executives are strongly agreeing and remaining 11% are give their full

acceptance to the policy. HZL provides an excellent Medical facilities apart from Mediclaim. Mediclaim is a policy where the employees get the facility of the medical reimbursement when the medicine facilities are not available in the organization. To these facilities 92% of employees are strongly agreeing and 8% are agreeing to the statement. 93% of the employees are strongly saying that organization is standing as an helping hand by providing the scholarship benefits to their wards for the higher education . 80% of the Executives are strongly agreeing that Production incentives scheme is applicable to all the executives .

The housing facility is one of the best policy being provided to the employees for the nominal rents. They are being provided with the power supply and mineral water to every quarter. Hence 80% employees are strongly agreeing and 20% are agreeing to the statement. Employees who are working in Hindustan zinc form the collection of 100% samples all the employees are satisfied with the current job. For the best HR Policies being run by the organization it has achieved the Hewitt Best Employers in Asia in 2009 Amongst the top 25 Companies . Hence Employees who are working in Hindustan zinc from the collection of 100% samples all the employees are satisfied with the current job.

SUGGESTIONS After analyzing the responses of the employees and with the knowledge of my observation and personal encounters with various employees the following suggestions has been made to the organization. I hope, they might help in promoting much more better HR policies in the organization. The organization should further improve its efficiency through motivation of its employees and by imparting training to them in the latest and more innovative techniques. Employees participation in management should be encouraged and should improve the working conditions. Teach the training with video programmers and flowcharts diagram in case of machinery side training for illiterate workers easy to understand Every organization must have a HR centre and each and every employee should be involved in HR policies. Employees has to discuss the requirement openly in meetings. Group meetings are required instead of issuing orders to the subordinates, for maintaining of good inter personal relations among superiors ,subordinates and employees. Some of the employees are perceiving that there is a lack of proper recognition and appreciation of their performance .

Chapter 6
Bibliography

Bibliography
1. Human Resource Management, Jyothi,P.Venkatesh D.N.2006 Oxford University Press,Ltd. 2. A new approach to labour welfare, national labour institute,New Delhi. 3. Personnal Management and Industrial Relations dale yoder,rustum s. Daver. 4. Human Resource management, Chabra,dhanpatraj &co. 5. Human Resource Management P.Subbarao 6. Essential of Human Resource Management and industrial relation,Subbarao. 7. Company reports 8. Company magazines,journals etc

9. WWW.VEDANTA.IN,WWW.HZLINDIA.COM