A Project Study Report ON Training Undertaken at SHREE CEMENT LTD.

“Human Resource Planning In Shree Cement Limited.” Submitted in partial fulfillment for the Award of degree of Master of Business Administration

Submitted By: Surbhi Rawat

Submitted To:Mr. R. K. Motwani

MBA III Sem.

Engineering College, Ajmer

PREFACE
With the help of this project I have come to know that mere knowledge is not enough to understand the human behavior and the how the organization plan human resource to perform the job in their organization. The summer training project has helped me to understand a few very important concepts that in today’s world are required and make business do well. Education imparts enlightenment but training polishes the personalities of an individual. The Institute directed me to undertake summer training project in Shree cement ltd. Beawar and prepare a report. The whole project is divided in five segments: o First segment consists of introduction, Objective of studies, Research Methodology, scope of study. o Second segment consists of industrial profile, Company profile. o Third segment consists facts and findings and Human Resource Planning. o Forth segment consists conclusion. o Fifth segment consists of Recommendations.

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Acknowledgement
I express my sincere thanks to my project guide, Mr. Gopal Tripathi, Training Incharge of Human Resource Deptt. , for guiding me right form the inception till the successful completion of the project. I sincerely acknowledge him for extending their valuable guidance,support for literature, critical reviews of project and the report and above all the moral support he had provided to me with all stages of this project.

I would also like to thank the supporting staff of Human Resource Department, for their help and cooperation throughout our project.

(Signature of Student)

Name of the Students

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CEMENT INDUSTRY STRUCTURE & DEVELOPMENTS
India is the second largest cement producer in the world next only to china. Despite the fact that the Indian economy continues to reel under the recessionary environments the Domestic cement industry emerged as an exception and registered a growth rate of 11 % in Production over the previous year. There are more than 130 large plants owned by 52 companies In. 2005-2006 the total installed capacity for cement manufacture stood 160.24 million tones. The capacity utilization of 88 %, the highest ever as compared to 83 % in the previous year. The industry recorded a production of 141.81 million tones. The share of blended cement has been increasing to 61 % from 56 %. As companies shifting their emphasis from OPC to blended cement. The cement industry on the whole, recorded a CARG of 10 % over the last two decades. The export during the year 2005-2006 is increased at 6.01 million tones against 4-07 million tones in the 2004-2005. However export of clinker went down to 3.18 million tones against 5.99 million tones.

OPPORTUNITES & THREATS : The cement industry in India is poised to grow satisfactorily as demand is anticipated due to in going “BHARAT NIRMAN" plan I other ambitious targets projected by Government; planning for timely completion of road project and focus on agriculture. The industry continues to be plagued by very high taxes both at the Central and state level, this is a major worry for the cement industry.

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Outlook : The long term outlook for the cement industry is encouraging. The demand for cement from the government and private sector would continue to increase in coming year, because of substantial additional plan outlay provided by the central government in the infrastructure development and housing sector. The cement production has been increasing in the recent years with increased emphasis on production of blended cement.

Risk & Concerns: The truck loading restrictions imposed by state governments is a matter of concern as it increases overall cost to the industry. High level of taxed and duties imposed by Central as well as State Government and higher prices of fuels and freight are major concerns of the Industry.

SCENARIO OF INDAIN CEMENT INDSUTRY
Cement industry is a core sector and forms the backbone of the infrastructure development of the country. Cement manufacturing began is India in 1911 the 1st plant had a capacity of 200 tones per day. The industry was delicensed and uncontrolled in 1989. The Investment cost per ton installed capacity in 2002 for a cement plants is Rs. 4500 /- per ton as compared to Rs. 600/- per ton in late 70's India is one the best quality cement manufacturer's of the world . It stands in the top 5 cement producing nations of the world. 5

Eastern Region a. %Growth in Cement Production-(2006-07/2005-06)(April-March) State 1.59 Production (in MTS) 29.88 20. Gujarat b. Madhya Pradesh 5 9 %change 12 6 10 YEAR 2005-06 Region NORTH SOUTH EAST WEST CENTRE TOTAL Installed Capacity(in MT) 29.Western Region a. Orissa d. Rajasthan c. Bihar b.38 28. Maharashtra Western Region 5. Punjab b.28 141.05 24.31 50. Jharkhand c.There are many big concerns producing cement in India.96 23.94 25 157. Chattisgarh Eastern region %change 4 9 7 8 0 29 5 10 8 9 10 Central Region All India 8 10 State 4.81 % Share Of Production 21% 30% 15% 19% 15% 100% 6 .Northern Region a. Himachal Pradesh Northern region 2.93 22.Central Region a.67 44. Uttar Pradesh b. West Bengal e.

Haryana. M. Karnataka..P. Meghalya.07 27. Chandigarh.P. West U. WEST: Maharashtra.YEAR 2006-07 REGION INSTALLED CAPACITY NORTH SOUTH EAST WEST CENTRE TOTAL (in MT) 32. % Growth in Cement Production 7 .32 %SHARE PRODUCTION 21. Delhi.71 PRODUCTION (IN MTS) 32.30 24. & Kerala EAST: Bihar.48 25.. J&K.81 22.00 18.50 165.. W. Assam. & Jharkhand CENTRAL: U. & Northern Parts of M.P.B.94 25.60 53. Rajasthan.04 155.P. A.00 15. Himachal Pradesh.10 49.00 32.19 28. & Gujarat SOUTH: Tamil Nadu. Orrisa.00 14.P. Chattisgarh.00 100 OF NORTH: Punjab.

8 . the policy decisions are taken under the guidance of Shri. Bangur.35 30 25 State 20 15 10 5 0 %change State %change CHAPTER 1 INTRODUCTION COMPANY PROFILE Shree Cement Ltd. Shri.Singhi. H. The company is managed by well qualified professionals with broad vision who are committed to maintain high standards of quality & leadership to serve the customers to their fullest satisfaction. law. Bangur. Having Nine Directors on its board under the chairmanship of Shri. is looking after all day-to-day affairs. marketing & finance & general management.B.K. M. Executive Director of the Company.M. is an energy conscious & environment friendly business organization.G. Managing Director.The board consists of eminent persons with considerable professional expertise in industry and field such as banking.

Bangur Cement Unit (III. 185 Kms. IV. 9 . from Jaipur off the Delhi-Ahmedabad highway. VI & VII) is located at RAS. V.Location Shree Cement Unit I & II is located at Beawar. 28 Km from Beawar in Pali Distt. Amongst the plants in the state it is nearest from its marketing centers.

Remain accountable to all stakeholders. Alwar Nearest to Delhi. Shree Cement Grinding Unit (KKGU) is located at Khush Khera Dist. Uttrakhand). Encourage socially responsible behaviour. Vision Mission 10 .We are coming up with Grinding Units at Suratgarh & Laksar (Distt.. Inculcate integrity of conduct. Haridwar. Ensure transparency and credibility in communication. Philosophy Let noble thoughts come to us from all over the world. –Rigveda Business Ethics • • • • • Enforce good corporate governance practice.

Polices of Shree cement ltd. Quality Policy- 11 .

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in record time of 18 months.42% from 2. Starting with 0.0 MTPA. The companys installed capacity accounted for 15 percent of Rajasthans total capacity in 2002-03 and 2. the capacity was upgraded to 0.5 percent of Indians production in 2002-03.6 MTPA due to its strategic location and better brand image and is the largest single location plant in North India. Even during recession in the industry.Progressive Management Shree Cement supplemented its attractively low capital investment per tonne with one of the lowest manufacturing costs in the Indian cement industry. Second plant with installed capacity of 1.6 million tons per annum of cement in 1985.76 million tons in 1993.747 million tons in 2002-03 to 2. it was possible for it to enhance capacity further to 2.24 million tons per annum was commissioned in 1997. 13 . raising total capacity to 2. Cement production increased 3.841 million tonnes in 2003-04.

Some resulting in small savings.At the end of year 2008. Once again. CUSTOMER FOCUS Shree is committed to deliver a superior quality of cement at attractively affordable prices. LEADERS AT EVERY LEVEL Shree believes in creating leaders -not just at the organizational apex but at Every level. resulting in a strong sense of emotional ownership. 14 . Believing in the theory of self-sufficiency. Shree Cement Limited has entered the big league with current overall production capacity of 9. All the company’s initiatives are directed to leverage the value of this growing asset. Success Driver PEOPLE AS PROGRESS DRIVERS Shree believes that what is present in the minds of people is more valuable than the assets on the shop floor. Shree Cement Limited has installed its own Captive Power Plants at Beawar & Ras with a combined capacity of 119. the low cost was the result of scores of initiatives across all levels within the company.1 million tons. But each primarily driven by the belief that what was being done could be done better. Shree Cement has evolved into one of Indias top ten cement makers with 18% market share in North India.50 MW. CULTURE OF INNOVATION Shree believes that what is good can be made better -across the organization. Some in big. TEAMWORK Shree leverages effective team working to generate a sustainable improvement.

• Challenges • Marketing presence • Markets • Market States 15 . there has been a remarkable shift at Shree: from a Production-centric to a customer-obsessed organisation. COMMUNITY AND ENVIRONMENT Shree’s community concern extends from direct assistance to safe and dependable operations for its members and the environment.SHAREHOLDER VALUE Shree is focused on the enhancement of value through a number of strategic and business initiatives that generate larger and a better quality of earnings. Marketing Over the last few years.

the state is the company’s principal market. M. and Central U. The company’s northern-most positioning within Rajasthan makes it the closest among all Rajasthan manufacturers to Delhi. higher realisations in distant territories did not mean that the gain would accrue to the company since the incremental freight would neutralise the price advantage. MARKETS 16 . Challenges Due to the nature of the product . Haryana. The company enjoys a market share of about 11 per cent in north India. Western U. Marketing presence Over the last three years. Besides.P. Punjab. As a result. JK.P. Haryana and some parts of Punjab. low priced .Markets classification Markets Primary Secondary Tertiary States Rajasthan Delhi. Rajasthan is India’s largest cement producing state and Shree’s is the largest single location plant in northern India. it became important to arrive at a median between realisations and distribution costs and earn a comfortable margin.P.it became increasingly difficult to sell the product across a large territory. Since the company is based in Rajasthan. a significant cost edge.bulky. and Uttaranchal Gujarat. Shree considerably strengthened its marketing presence.

Shree put its products deeper within most territories. they maximised their return on capital. The company innovated the launch of corrosion resistant grade like Red Oxide. In an industry where consumer loyalties change every rupee.dealers .accelerated the rotation of their working capital. As the company’s primary customers .58 seconds in 2002-03.Each cement manufacturer has a primary and secondary market. ensuring brand loyalty. Shree’s biggest achievement was that it built an emotional bond with its stakeholders. which is the closest to the production centre where it fetches the best realisations while the latter is usually at a distance where realisations are lower. Stronger dealer network. Besides. Shree’s products moved quicker off retail shelves: every 0. This transpired as a result of a number of initiatives: • The company produced a 53 grade product at a 43 grade price .the masons and architects. emphasising product longevity. • Rajasthan Highlights. As a result. The company positioned its brands around longer life (durability). winning innovations in a staid industry. • • • • Shree accelerated footholds through a stronger Rs 3 cr advertising campaign for its Red Oxide brand in the regional print and electronic medium in 2002-03. it invested in logistics to reach retail shelves faster. Shree educated its principal users . 2002-3 • • Increase in market share. 17 .better quality at a lower price. The former is one.65 seconds in 2001-02 and every 0.

60 per cent of the company’s sales). It sold 44. 2002-3 18 .12 per cent in 2002-03. Rajasthan had nine business centres. prompt solutions and a better return on the invested capital. Dealer performance Shree serviced the dealer with regular service. The company conducted meetings with masons to garner a better response. Shree’s 53 grade sold more than the other grades. Even though low priced alternatives were available. The company appointed more field officers who serviced customers at regular intervals. Delhi Highlights. which provided timely services for better customer satisfaction.264 tonnes per month in the trade and non-trade segments respectively. Increased promotional activity. The successful launch of Red Oxide cement.978 tonnes and 22. BCW and Binani.07 lac tonnes in 2002-03 (4. Ambuja. enhance volumes. Sundry debtor declined to four days in thetrade segment and 32 days in the institutional segment. Shree was able to enhance its market share within the state from 11. Trade sales in 2002-03 were higher than the monthly average of 33.• • • • Deeper rural penetration. Stronger customer service. Competition Though competition was severe from Vikram. Performance The company sold 8.39 lac tonnes in 2001-02 -nine months) in Rajasthan (29. Old outstandings were recovered. Outlook The company expects to service the dealer network. JK.01 per cent in 2001-02 to 13. focus on unmapped areas and reduce costs. It expects to focus on Red Oxide brand through stronger awareness building.069 tonnes in 2001-02 Network Shree’s dealer network in Rajasthan increased to 371 in 2002-03 and translated into enhanced sales and Rajasthan protected realisations.

Trade sales increased by 15 per cent during the year. Additionally. Vikram. This has led to a sharp fall in outstandings from Rs 11.59 lack tones in 2001-02 -nine months) in Delhi (20 per cent of the company’s sales) accounting for a 18 per cent share in the Delhi market. This market is witnessing a higher growth in the blended segment.421 tonnes and the non-trade segment accounted for 23. JK. 19 . Network Shree’s continued success in the Delhi market was on account of focused network development activities. The trade segment accounted for 21. The key players in this market are Shree.05 cr on 31 March 2002 to Rs 8. the company focused strongly on its outstanding position in the market. Currently the outstandings are under control and are collected within 3-5 days. the company has taken strong steps to strengthen customer service. the launch of Red Oxide cement met with success.128 tonnes per month. To create a distinction in the market. blended grade cement registered strong growth of 58 per cent during the year. Competition The demand in the Delhi market grew by one per cent during the year.96 cr on 31 March 2003. Ambuja and Lakshmi cement. Dealer performance The focus on stronger dealer performance has helped generate higher sales. It has created greater awareness with customers about the benefits of using Red Oxide cement over other cement grades.35 lack tones in 2002-03 (3.• • • • • Market share increased from 15 per cent in 2001-02 to 18 per cent in 2002-03 The dealer network was considerably strengthened Increased penetration Higher blended sales Increased brand promotional activities Performance The company sold 5. Apart from growing its network. The company has five business centres and registered a 60 per cent growth in the retail network. The timely disposal of customer problems is building a stronger service brand and raising the visibility of Shree’s products in the marketplace.

247 tonnes and 6.433 tonnes per month in the trade and non-trade segments respectively. The combination of more dealers and business centres translated to higher sales. The number of dealers rose to 187 in 2002-03. 20 . It sold 24. The focus on providing prompt service and paying customer visits to learn about their concerns and their quick redressal has helped enhance business opportunities. Punjab Highlights. 2002-3 • • • • • Appointment of new and high potential stockiests A greater concentration towards the trade segment Enhanced the packaging and branding of the products Focused on improved advertisement and promotional activities The successful launch of Red Oxide cement Performance The Company sold 3. Trade sales in 2002-03 were higher than the monthly average of 17. a focus on superior logistics and lower transportation costs will help improve margins. Network Shree’s retail network in Punjab grew by 75 per cent. Shree is focused on converting its OPC sales into Red Oxide cement.82 lack tones in 2001-02 -nine months) in Punjab (15 per cent of the company’s sales) accounting for a seven per cent share in the state. especially in the trade segment.68 lack tones in 2002-03 (2. The company has opened five business centres in the state. Moreover.Outlook The Company is targeting higher sales through several initiatives including strengthening its dealer network.885 tonnes in 2001-02. Additionally.

This service also helped improve the outstanding position and monitor and recover old debts. the focus on enhancing volumes helped Shree generate greater sales in its chosen markets.Competition Key competition came from companies like Grasim and Ambuja. Haryana Highlights. Shree was able to maintain its prices and its focus on Red Oxide cement opened greater revenue opportunities. the focus on strengthening the dealer network is also likely to spur volumes. This combined with the delivery of superior product and service needs helped enhance the visibility of the Shree brand. Sundry debtor declined to seven days in the trade segment and 12 days in the institutional segment. Outlook Shree is focused in increasing the sales in both the trade and non-trade segment. Dealer performance The Company strengthened its customer relations both in the trade and non-trade segment. Higher volumes and stable prices resulted in greater profits. Moreover. 2002-3 • • • The dealer network has been strengthened Higher advertising has resulted in creating a better demand-pull A higher concentration on blended cement 21 . The company is also planning to appoint another 100 quality stockiests to penetrate the markets better. Grasim established a grinding unit that led to higher cement output resulting in a drop in prices. Moreover. the focus on converting a higher percentage of OPC sales to Red Oxide will help enhance margins. Moreover.

Grasim.37 lac tonnes in 2001-02 -nine months) in Haryana (20. The timely disposal of customer problems is building a stronger service brand and raising the visibility of Shree’s products in the marketplace.04 per cent share in the Haryana market. Apart from growing its network.90 per cent in 2002-03. The company has three business centres and registered a 25 per cent growth in the retail network.• The closure of dumps in Hissar.48 lac tonnes in 2002-03 (3. JK. the launch of Red Oxide cement met with success. To create a distinction in the market. Blended grade cement registered strong growth of 35 per cent during the year. Binani and BCW.95 per cent in 2001-02 to 16. The key players in Haryana are Shree. The trade segment accounted for 23. This market is witnessing a higher growth in the blended segment.482 tonnes.189 tonnes and the non-trade segment accounted for 22. Ambuja. Sirsa and Jind and the service from Narnaul has helped lower transportation and manpower costs.11 per cent of the company’s sales) accounting for a 16. Dealer performance 22 . the company has taken strong steps to strengthen customer service.04 per cent in 2002-03. • Market witnessing a shift from OPC to blended cement Performance The company sold 5. Competition The Haryana market has grown by 5. Shree was able to enhance its market share within the state from 13. Lakshmi. Network Shree’s continued success in the Haryana market was on account of focused network development activities.

A focus on quicker deliveries and the creation of a newly created logistic team will further help lower costs.895 tonnes per month. Additionally. The company is also focused on increasing its trade sales to an average of 27.60 per cent of the company’s sales) accounting for a 20 per cent share in the Uttar Pradesh and Uttaranchal market. Currently the outstandings are under control and are collected within 18 days. Uttar Pradesh and Uttaranchal Highlights. 2002-3 • • • • • A stronger focus on high realisation areas A higher coverage of non-represented marketing areas Launched Red Oxide cement Superior collection resulted in lower realisation cycle Vigorous promotional activities have been initiated to strengthen market share Performance The company sold 4. Moreover.37 lack tones in 2001-02 -nine months) in Uttar Pradesh and Uttaranchal (15.000 tonnes per month.537 tonnes and the non-trade segment accounted for 12. Outlook The company is targeting higher sales through several initiatives including strengthening its dealer network.25 lack tones in 2002-03 (3. 23 . The trade segment accounted for 22. the company focused strongly on its outstanding position in the market. Shree is focused on converting its OPC sales into Red Oxide cement.The focus on stronger dealer performance has helped generate higher sales.

Lakshmi and Birla Uttam.54 per cent in 2002-03.Network Shree’s continued success in the Uttar Pradesh and Uttaranchal market was on account of focused network development activities. Dealer performance The trade sale segment consolidated in 2002-03. Outlook The future will depend on focused sales in higher realisation areas. the company has taken strong steps to strengthen customer service. quality services to the customer were enhanced and higher technical services were provided. Competition The Uttar Pradesh and Uttaranchal market has grown by 15. The creation of greater awareness with customers about the benefits of using Red Oxide cement over other cement grades helped generate superior sales. The rural area network was consolidated in 2002-03. This market is witnessing a higher growth in the blended segment. ACC. The Business Centre Operations were also strengthened. Apart from growing its network. increase in the retail network. clearer defined marketing areas for dealers and a focus on profitable marketing will not only increase sales but also make it more profitable. Innovation Innovative & Cost Conscious Management • Leadership in the use of alternative waste fuel First cement plant in India to maximise substitution of imported coal by petcoke (petroleum industry waste) thereby increasing profitability and saving natural resources. Ambuja. Vikram. The key players in Uttar Pradesh and Uttaranchal are Shree. The company has 5 business centres and registered a 30 per cent growth in the retail network. This created better awareness with customers and consequently resulted in higher sales. • Initiatives for Global Warming reduction 24 . deeper penetration in rural segments and a greater focus on exclusive sales points. Moreover.

• Well equipped dispensary with compounder at mine site. SAVINGS: Rs 496.. for 3 MW power generation. avoids transmission and distribution losses. and replaced HSD by LDO. • Single Roller press for two Ball Mills Capacity enhancement & utilization of CM-2 Roller press for capacity increase and energy saving in CM-1 ---Energy Saving . in electrical distribution system to reduce maximum demand.46 million pa • Development of DD Cones In house development of Deduiling Cones for cyclones resulting in reduction in pressure drop. and provides surplus power to Rajasthan.02 kwh / T cement Medical Welfare • Full fledged hospital.. • Initiator in the use of petcoke for power generation in India 36MW captive thermal power plant under commissioning to generate quality power for the Plant.2. • Achieved unity power factor . well equipped lab facilities including x-ray and pathological lab at colony premises. 25 . higher outputs and lower energy consumption. and transmission / distribution losses• Partial utilization of waste heat .Pioneered in the application of innovative Electro Static Precipitator technology in DG power generation to save fuel and combat pollution.

This is coupled with benefits of an effective management system that will help the company reduce downtime and help form a highly motivated. • Enlistment of volunteers for blood donation as and when required in emergencies. The management system based on OHSAS-18001 demonstrates its responsibility to employees. • Conduct various immunisation & vaccination camps. the company expects to conduct extensive medical examinations for staff. stockholders and society as a whole by ensuring that it reduces health and safety risks. • Donated children ward. • Transportation facilities is provided in emergencies to near by villagers. efficient and productive workforce and create a healthy bottomline. water coolers. • To Safeguard Employees' Health The Company Organized De-Addiction Campaigns Related To The Consumption Of Tobacco Products. health registers and monthly statistics of patients and their 26 . DG sets to A. • Organized physically handicapped assistance camp in may 2002 inaugurated by hon'ble Chief Minister of Rajsathan shri Ashok Gehlot and distributed :• Hand Cart • Sewing Machine • Crutches • Tri-Cycle Safety SAFTY The company established the Occupational Health and Safety Assessment Series – OHSAS18001. 89 operations and more than 350 checkups were arranged.K.• Annual eye camps since last 8 years. Under this series. environmental and occupational health and safety management. In year 2003. This series has been developed to facilitate the integration of quality. clients. Smoking And Drinking. workers and contractors once every year. Spectacles were also provided to needy persons. Hospital Beawar. • Free From Plastic Bags. It also intends to maintain a comprehensive database on medical examination records.

fire-proof apron and boots) at all times. Similarly. At Shree. ear plugs.14001 company with well defined environment policy & documented environment strategy. pollution was kept under control by installing highly efficient bag filters and electrostatic precipitators. "CLEAN & GREEN IS PROFITABLE" Shree is an ISO .health patterns. which comprises wearing complete personal protection equipment (helmet. eye shield. a Safety Day is observed on the second day of each month at the power plant. Air Safty Emissions to Air Shree Cement believe that environment protection is the need of the hour and industrialization can be best enjoyed if pure air. 4 March is observed as National Safety Day during which essay writing. At Shree. poster designing and slogan competitions are conducted around the safety theme. goggles. clean water and all around greenery are maintained. Stack Emission Right from the inception. Shree’s plant is equipped with adequate fire-fighting equipment (extinguishers and a fire engine). dust mask. Shree shop floor workers comply rigorously with a safety dress code. a Safety Day is observed on the first day of each month where all safety issues are discussed extensively to prevent occurrence. This will facilitate the company in mapping the fitness and health of each and every employee in the organisation. 27 .

The company is having sufficient mining lease at Ras to cater its production requirements for the upcoming 50 years. New ProjectRAS CEMENT PROJECT Shree Cement Limited is setting up a new green field Project at Village Ras.e. 300 Crores. dust collectors. May. Installation of high efficiency double rotary air locks at preheater feed.Germany. The main plant & machineries would be supplied by KHD Humboldt Wedag AG . The Company is also expanding the power generation capacity of its Captive Power Plant to meet the power requirement of the upcoming plant.Germany & GEBR Pfeiffer AG . separator cyclone etc. 28 . Tehsil Jaitaran.The plant will be based on the latest Technology available and maximum Automation would be done to keep the minimum manpower. The trend of Raw mill & Kiln ESP stack emission is given below. Improved ESP efficiency.Installation of DD cones in various cyclones to increase the collection efficiency of the cyclones. 2004. The company has already engaged eminent Consultant for the same and all the major orders has been placed so as to achieve the ambitious target to commission the plant by August 2005 which is fifteen months from the date of first order placement i. District Pali of Rajasthan. The capacity of the plant is 3000 Ton Per Day of clinker productionwith an approximate investment of about Rs.

5.Dist Pali 29 .Dist. Shree Cement strongly believes in the cohesive concept of Social development & cultural management.K. At SCL we believe in :"AAH NO BHADRA : KRATAVO Let Noble Thoughts Come to Us from All over the World. Shree Cement’s mission is to deliver value for its shareholders. Latest technology available is being adopted to achieve maximum automation to achieve optimum efficiency and manpower utilization. Carried out through the SCL Staff/Ladies Cooperate Society of Shree Cement efforts are made for community Initiative and Rural Development. YANTU VISHWATAH:" Rigveda Relief Measures In Natural Calamities • Running of waterhuts & water facility for cattles every year. Corporate Social Responsibility A responsible & caring corporate citizen. M. customers. employees and society at large. A part of its profits is utilized in meaningful welfare driven initiatives that make a qualitative difference to the lives of a weaker sections of the society. Ajmer @ RS. which is spearheaded by Sh. and so far 25% of the work has been completed.85 Lac Masuda Sub-Division . 67000 / Month 4. Singhi.69 Lac Jaitaran Sub -Division .A dedicated project team is already working round the clock on the Project to achieve the targeted competition by August 2005. it would provide a competitive edge logistically. • Amount Spent For Draught Affected Area Year 2003-Total Amount Spent Up To July 2003 . As the project site is located in proximation to the potential market.

Dist Pali @ Rs. 67000 / MONTH 6.Dist Pali @ RS. 5000/ month since March 2003 0. 4500/ Month since Jan 2003 @ Rs.Dist Pali .03 Lac Jaitaran Sub -Division .37 Lac Jaitaran Sub -Division .5 Lacs + Employees Contribution) » Contribution towards Drought Relief to state Governors' fund (Rs 2 Lacs) Sustaining Animal Life 30 .5 Lacs + Contribution In Kind And Also By Employees) » Orissa Cyclone (Rs 2.39 Lac Masuda sub-DIVision .0 Lacs + Employees Contributing In Cash & Kind) » To Remember Martyrs Of Kargil War.20 Lac • Amount Spent In Year 2002 . 4500/ MONTH SINCE MAY 2002 0.6.Chief Minister's Relief Fund (Rs 6. 15000/ Month since April 2003 0.25 Lac Monthly Financial Assistance in Ajmer & Pali Dist 1.0.Dist. Ajmer @ RS.0.91 Lac Phed .36 Lac Year 2001 -Total Amount Spent .37 Lac National Calamities » Gujarat Earth Quake (Rs 6.@ Rs.

SPIRITUAL UPLIFTMENT • A magnificent temple of shree hanuman ji with beautiful surroundings of several small hillocks. 31 . • Organized classical dance programme by famous film actress Hema Malini on the 2nd anniversary of shri Sankat Mochan hanuman temple. garden and musical fountain has been constructed.00 lacs per month to Gram Panchayat .• Rs 5. • Rs 1. • Ram katha and Bhagwat katha by Shri Laxaman Sharanji Maharaj. B. • Organized Bhajan Sandhya Of Renowned Singer Anop Jalota At Shree Cement On The Ocassion Of 1st Anniversary Of Shri Sankat Mochan Hanuman Temple And Pushkar Fair -2001. • Construction Of Shree Rangnathjee Temple At Pushkar.by Dr. • Celebration Of Festivals.C. • Organized Bhajan Sandhya Of Renowned Singer Anuradha Paudwal At Shree Cement On The Ocassion Of Consecration Of Shri Sankat Mochan Hanuman Temple-2000. • Organized Classical Dance Programme By Padam Vibhushan Sonal Man Singh On The 3rd anniversary Of Shri Sankat Mochan Hanuman Temple-2003. • Program on harmonious relationship & happiness in family.00 lacs to Ajmer Citizen Council for cow rearing at Ajmer.-2002. Prajapti.Andheri Deori for cow rearing at village Andheri Deori from December-2002.

• Provided Cement For Maintance of School Building in the village Kheempura & Rupaheli in the Year 1999 & 2000. Every year on the occasion of National days sports for company employees and nearby villagers are organised in order to develop sports spirit.every year. first aid etc. • Felicitated meritorious students who achieved position in merit list of Sr. • Extended financial assistance for electricity work in the school of Andheri Deori in the year 1997. • Extended financial assitance for construction of 3 class room.Secondary examination conducted by Board Of Secondary Education Rajasthan in the year 2002. • Arranging camp tea. Sports& Leisures • The company has good sports ground. • Constructed school in the village Jhunjharo ka Badia in the year 1998. 32 . • Extended financial assitance for distribution of sweets in the 15 nearby school on the occasion of national days on Independence & Republic day. Jhunjharo-Ka-Badia & Lulwa on the occasion of Teja Mela every year. Education • Running the school at Bangur Nagar.• Extending financial assitance for organising village fair in the village Andheri Deori. . for pilgrims going to Ram Deora fair every year. Jhak. one hall & varandah in the middle school of Andheri Deori in the year 1996 under Apana Gaon-Apana Kam scheme. meals.

2 OBJECTIVE OF THE STUDY To understand the process of Human Resource Planning of Shree Cement Limited. •Assisted in organizing inter .3-SIGNIFICANCE OF RESERCH Every research is conducted to fulfill certain objectives and these objectives fulfill some purpose and are of significance for further researches. 2. The purpose of the research is to identify existing Human Resource Planning process 33 . 2.Human Resource Planning. • Cultural programmes arranged CHAPTER 2 PROJECT PROFILE 2.1 TITLE OF THE STUDY Shree Cement Limited .• The winners are awarded with attractive prizes and the participants are also served meals. The research is significance toThe Company: The company taken is Shree Cement Limited which is an established brand in manufacturing cement.state day-night cricket tournament at Beawar wherein cricket teams from 9 states participated.

sample size. Here the objectives of the study areTo study and understand the process of Human Resource Planning of the company.e. research instrument.of the company. which include employees of the company and secondary source i. This will help the company in determining and formulating its strategy regarding existing loop holes in the process. The researcher: This research provided an opportunity to get a first hand experience in the Human Resource Planning process of the company. Here the employees of the company were included. through various modules of the company..  Data Source: Data source was primary. sampling plan and contact method. 34 .4-RESEARCH METHODOLOGY The methodology used by the researcher to complete this project is as followsDefining the research objectives: The research objectives need to be clearly defined in the order so as to make research useful. Developing the research plan: The plan used by the researcher is the most efficient plan to gather the needed information..  Sampling Plan: Sampling plan consisted of sampling unit. sampling procedure. 2. Sampling Unit – It tells who is to be surveyed. It included data source.

the researcher has to decide how the respondents should be contacted.Sample size – It describes how many people should be surveyed.  Contact Method: Once the sampling plan is determined. Analyzing the information: One of the most important step in the process of research is to extract pertinent findings from the collected data. The conclusion and recommendation on the basis of data collected is presented in a systematic manner. The researcher tabulated the data and then applied all statistical and graphical methods for presenting the same. The sample size of 50 employees was taken. Sampling Procedure – It describes how the respondents should be chosen. The study was conducted in the month of June – July 2009. Present the findings: The last step in research process is to present the findings to the relevant parties. 2.5 –SCOPE OF RESEARCH The study was conducted in Shree Cement Limited. For this convenience sampling was done by the researcher. 35 .

CHAPTER 3 FACTS AND FINDINGS 3.1 PEOPLE 36 .

According to Managing Director of the company. According to him it is important to keep walking around and congratulating the teams for their small victories. risk management.Jo soche woh paave also deals with some really simple solutions.30 am traffic jam of employee vehicles . Taxation) • Creating leaders at every level Shree Cement emphasises that creating leaders not just at the organisational apex but at every level results in strong sense of emotional ownership. By recognition and reward the employees are motivated to give their best in the interests of the organization in particular and for the society in general.• Jo soche woh pave Shree has invested wisely in its people assets over the last few years to sustain a culture of excellence through the following initiatives: • • The company incentives ownership through the ‘Jo soche woh paave’ scheme. Thus the employees are delegated with responsibility and authority to adopt one Electric motor and related equipment for keeping watch and care resulting in energy conservation. thus generating multiple CEO's in the Energy Management System. This posed an accident risk.Girish Singhal (Dy. health and safety functions. morale management is considered to be more challenging than material management. The company trained and multi-skilled so that members could deepen and extend their competencies across the house keeping." . maintenance. I suggested that another gate be opened for car entry only. Like the inevitable 8. team building and environment. So many schemes of recognition and rewards are given to boost the morale and motivate the employees.at the factory gate. • Recognition and reward scheme The management believes in the self-actualization of its employees by injecting the concept of Human resource Development in all its policies and strategies. Manager. Efforts and their success stories 37 . This suggestion was accepted and the result is a safer factory and a bigger time saving today.60 cars and 300 two-wheelers .

and certificate of honour. Replacements of castable bull nosed top to refractory brick arch were selected for this puraskar. occupational safety and health. 11. better house keeping. The team was rewarded with a cash amount of Rs. • Multiskill development training programme 38 . The team completed this task in minimum possible time with the result that the reclaimer was put into operation in just 36. power and wastage. It is our endeavor to encourage the workers to participate in this puraskar.are disclosed to all in special functions so that other employees may take inspiration from them. Cash awards and Certificates of honour have been given in a function. and reduction in raw material.5 hours. environment and working conditions as well as safety and quality of product. Replacement of Cooler gas portion.000/. • Nomination to Vishwakarma Rashtriya Puraskar The objective of Vishwakarma Rashtriya Puraskar is to recognise the outstanding contributions made by a worker or a group of workers in an organisation for exemplary work related to improved productivity. fuel. The innovative work done on:• • • Removal of hanger bearing from ESP Hopper Screw Conveyors. in-house development. For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours. Employees are rewarded for doing exemplary work in the field of reducing/ eliminating breakdown.

As a result the company did not lose a single day's work due to strikes or lockouts. increased job security leading to a greater sense of belonging and strengthened industrial relations.00 39 . Other organizations would have resorted to retrenching and laying off. Following the success of multi-skilling with workers. The company reduced overtime through efficient manpower utilisation. the company introduced this concept with staff members. the company started this concept first for its workers. organized smooth functioning of the production cycle. enhance skill sets and to facilitate cross-functional development. • THE COMPANY’S PEOPLE ACHIEVEMENTS The company’s people achievements are reflected in the following numbers Manpower training hours/Year Year 99-00 00-02 01-02 Training 4. Reason: The company faced a problem of surplus workers.In 2001-02.92 5.28 8. Shree optimally utilized its surplus strength by developing worker skills in other technical process. but this is not Shree's philosophy.33 hours 02-03 12. The objective was to enhance competencies and to enable managers understand how an initiative taken by their department could affect the productivity and performance of another department. Employees were deputed for Multiskill training of fitter trade in different Industrial Training Centers. This helped the company build in a redundancy factor wherein at any given point there was always a skilled set of people for any function. the company started the concept of multi skilling to optimise manpower. making them think like business managers. Unlike other organisations who introduce multi-skilling for high fliers. This broadened the outlook of staff members.

5 80.63 01-02 74.91 44.00 15647 55.90 Manpower productivity Year 99-00 Productivity 2011 (MT/person) 00-01 2069 01-02 2029 02-03 2226 HR training 2001-02 Details Inhouse Number of 283 32 55 1232 315 4904 External Total 2002-03 Inhouse 527 8794 29 48 1200 556 8842 External Total Change (%) Over 2001(%) 76.33 10036 14447 12.05 40 .49 cost /tonne 00-01 69.3 Programmes Number of 4849 participants Man hours Average 8804 8.96 02-03 88.Labour cost Year 99-00 Labour 63.

43 31.30 7. Year Shree experience Average 1997 3143 5.person hours Executive grade people skill Qualification MBA CA/CS/ICWA ME/MBBS/MSW Post Graduates Technical Diploma Management Diploma Graduates ITI Inter/SSE Below SSE % 5.91 0.94 2002 5588 8.22 41 .21 19.03 Rich Shree experience A stronger sense of loyalty is reflected in an increasing Shree experience and a stronger accumulation of intellectual capital.77 8.25 9.79 2000 4581 7.58 12.67 2.60 1998 3714 6.19 1999 4141 6.52 2001 5108 7.85 2.

08 Awards in 2006 .68 6.27 4.05 Awards in 2003 .57 4.04 3.82 3.2 HUMAN RESOURCE PLANNING 42 .40 Awards • • • • • Awards in 2007 .07 Awards in 2005 .17 5.Lower attrition Year Numbers 1997-98 54 1998-99 37 1999-00 34 2000-01 26 2001-02 31 2002-03 23 % 9.06 Awards in 2004 .

For these decisions to be taken. It is clear that many of these decisions are fundamental to an organization. A process which anticipates and maps out the consequences of business strategy on an organization's human resources. consequences gauged. strategic decisions are taken at the centre of the businessRearch.For resourcing strategies to be implemented they must be translated into practical action. If the implications are major. To participate in the decision process by providing information and opinion on each option. political soundings taken and preferences assessed. The role of the human resource function is two-fold: 1. including: • • • • • • • redundancy or recruitment costs consequences on morale redeployment/outplacement opportunities availability of skilled staff within the organization availability of suitable people in the job market time constraints development/training needs/schedules 43 . The strategic process can be organized logically .for example. following the decision sequence shown on page 351 of Human Resource Management in a Business Context. This is reflected in planning of skill and competence needs as well as total headcounts.Human resource planning (HRP) is a way of assisting the best deployment of human resources and can help organisation to: • • • • • • assess future recruitment needs anticipate and possibly avoid redundancies formulate training programmes develop a promotion and career development policy including succession planning keep staff costs to a minimum while permitting salaries to be competitive assess future premises requirements. information must be obtained.

including: extrapolation (of past trends). People as numbers The manpower planning approach which addresses questions such as: • • • • • How many staff do we have/need? How are they distributed? What is the age profile? How many will leave in each of the next five years? How many will be required in one. five. This forms part of the information collated from the organization as a whole 2. scenario building. projected production/sales. Forecasting methods Human resource planners have a choice of techniques open to them. 44 . Information already gathered provides the basis for a human resource plan.• management requirements. To support line managers dealing with the people consequences of implementing the decision. ten years? Human Resource Information Systems are invaluable in answering these questions. employee analysis.

unemployment. finance and reorganization changes in working practices changes in productivity the extent of temporary and sub-contract work Seasonal variations. population changes. These aspects are critical to HR development. 2. Assessing labour supply by: • • analyzing personnel records Examining external factors such as the economy. 45 . 'Soft' planning HRM implies that planning has to go beyond the 'numbers game' into the softer areas of employee attitudes. Human Resource Planning involves HRP can be divided into three main stages: 1.Employee turnover Turnover covers the whole input-output process from recruitment to dismissal or retirement and takes the consequences of promotion and transfer into account. Forecasting labour requirements by examining: • • • • • • the organisation’s objectives future plans for marketing. behaviour and commitment. production. performance assessment and the management of change. competition from other firms in the area and the numbers of school and college leavers available.

Working through an HR planning process allows you to analyze your demand and supply of human resources and develop the appropriate strategies aimed at filling projected gaps. The HR planning process is illustrated in the following diagram. for example: • • • a five-year strategic plan a three-year operating plan a six-monthly detailed plan. promotion and staff development. selection. How far in advance should labour be planned? The period will vary according to the size and type of organisation.3. Matching the available supply against the forecast demand by: • Planned recruitment. It may be necessary to operate more than one plan. HRP is not an exact science and plans will need updating in the light of changed circumstances. 46 .

The following is the corporate succession management model. By implementing a succession management program that is transparent and equitable you will be creating an environment for people to develop their skills in preparation for a range of future possibilities.Succession management is a key strategy that you will probably want to implement as a result of your HR planning process. such as: • • • • • an aging workforce increasing retirement rates tight labor market limited competitiveness. 47 . This results in a workplace that will be well positioned to face whatever lies ahead. It addresses many of the issues. and fast-paced changes in work.

HUMAN RESOURCE POLICY of Shree Cement CHAPTER-IV CONCLUSION 48 .

anticipate and possibly avoid redundancies Accordingly formulate training programs. develop a promotion and career development policy including succession planning It also helps to keep staff costs to a minimum while permitting salaries to be competitive And finally it assesses future premises requirements.Human Resource Planning helps to assess future recruitment needs. CHAPTER V RECOMMENDATIONS 49 .

• • • • • • • Understand the ever-changing role of human resources Translate a new role into identifying “value-added” services for the organization Use a human resource impact model Develop a keen knowledge of the strategic planning process Conduct a gap analysis on your current human resource processes Build a human resources strategic business plan Assess and measure human resource efforts for strategic linkage of all human resource processes to organizational strategy Bibliography 50 .

S. Human resource management. shree manthan ( magazine) 3. Human Resource Management – Gary Dessler 51 .shreecementltd.1. www. Rao 4.com 2.V.

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