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


Engineering College, Ajmer

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.


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


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.


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.

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

38 28.Central Region a. Bihar b.Western Region a.67 44.Northern Region a.28 141. Maharashtra Western Region 5.88 20.There are many big concerns producing cement in India.Eastern Region a.96 23. Orissa d. Chattisgarh Eastern region %change 4 9 7 8 0 29 5 10 8 9 10 Central Region All India 8 10 State 4. West Bengal e. %Growth in Cement Production-(2006-07/2005-06)(April-March) State 1. Gujarat b. Himachal Pradesh Northern region 2.94 25 157.93 22. Jharkhand c.31 50.59 Production (in MTS) 29. Rajasthan c. Punjab b. Madhya Pradesh 5 9 %change 12 6 10 YEAR 2005-06 Region NORTH SOUTH EAST WEST CENTRE TOTAL Installed Capacity(in MT) 29.05 24. Uttar Pradesh b.81 % Share Of Production 21% 30% 15% 19% 15% 100% 6 .

. & Kerala EAST: Bihar. West U. Chandigarh.00 18.30 24.YEAR 2006-07 REGION INSTALLED CAPACITY NORTH SOUTH EAST WEST CENTRE TOTAL (in MT) 32. A.94 25.P.B.00 14.10 49.07 27. Karnataka.81 22.04 155. Chattisgarh.50 165. % Growth in Cement Production 7 .32 %SHARE PRODUCTION 21. & Jharkhand CENTRAL: U. Orrisa. Rajasthan. Assam.00 32.00 100 OF NORTH: Punjab.00 15. M..19 28. J&K. Himachal Pradesh.48 25..60 53.P. Haryana. Meghalya. & Northern Parts of M.P. W.71 PRODUCTION (IN MTS) 32. WEST: Maharashtra.P. Delhi. & Gujarat SOUTH: Tamil Nadu.P.

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

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

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

Polices of Shree cement ltd. Quality Policy- 11 .

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0 MTPA. raising total capacity to 2.6 MTPA due to its strategic location and better brand image and is the largest single location plant in North India. Cement production increased 3. it was possible for it to enhance capacity further to 2. Even during recession in the industry. Starting with 0.747 million tons in 2002-03 to 2. the capacity was upgraded to 0. The companys installed capacity accounted for 15 percent of Rajasthans total capacity in 2002-03 and 2.5 percent of Indians production in 2002-03. Second plant with installed capacity of 1.76 million tons in 1993. in record time of 18 months.24 million tons per annum was commissioned in 1997.6 million tons per annum of cement in 1985.42% from 2.841 million tonnes in 2003-04.Progressive Management Shree Cement supplemented its attractively low capital investment per tonne with one of the lowest manufacturing costs in the Indian cement industry. 13 .

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

there has been a remarkable shift at Shree: from a Production-centric to a customer-obsessed organisation.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. • Challenges • Marketing presence • Markets • Market States 15 . COMMUNITY AND ENVIRONMENT Shree’s community concern extends from direct assistance to safe and dependable operations for its members and the environment.

The company’s northern-most positioning within Rajasthan makes it the closest among all Rajasthan manufacturers to Delhi.P. Haryana. Shree considerably strengthened its marketing presence. it became important to arrive at a median between realisations and distribution costs and earn a comfortable margin. Besides. Marketing presence Over the last three years.P. Rajasthan is India’s largest cement producing state and Shree’s is the largest single location plant in northern India. a significant cost edge.it became increasingly difficult to sell the product across a large territory.Markets classification Markets Primary Secondary Tertiary States Rajasthan Delhi. and Uttaranchal Gujarat. JK. low priced .P. As a result. Western U. Challenges Due to the nature of the product . Punjab.bulky. the state is the company’s principal market. M. The company enjoys a market share of about 11 per cent in north India. Since the company is based in Rajasthan. 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. and Central U. Haryana and some parts of Punjab. MARKETS 16 .

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

prompt solutions and a better return on the invested capital. It expects to focus on Red Oxide brand through stronger awareness building. Trade sales in 2002-03 were higher than the monthly average of 33.60 per cent of the company’s sales). BCW and Binani. Outlook The company expects to service the dealer network.• • • • Deeper rural penetration. Rajasthan had nine business centres. Shree was able to enhance its market share within the state from 11. It sold 44. Even though low priced alternatives were available. The company conducted meetings with masons to garner a better response. focus on unmapped areas and reduce costs. Ambuja. enhance volumes. Old outstandings were recovered. 2002-3 18 . Increased promotional activity. Competition Though competition was severe from Vikram.978 tonnes and 22. which provided timely services for better customer satisfaction. JK.264 tonnes per month in the trade and non-trade segments respectively. Delhi Highlights.07 lac tonnes in 2002-03 (4.069 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. The company appointed more field officers who serviced customers at regular intervals.12 per cent in 2002-03. Stronger customer service. Dealer performance Shree serviced the dealer with regular service. Shree’s 53 grade sold more than the other grades. Sundry debtor declined to four days in thetrade segment and 32 days in the institutional segment.01 per cent in 2001-02 to 13. The successful launch of Red Oxide cement. Performance The company sold 8.39 lac tonnes in 2001-02 -nine months) in Rajasthan (29.

Currently the outstandings are under control and are collected within 3-5 days. It has created greater awareness with customers about the benefits of using Red Oxide cement over other cement grades. Apart from growing its network. Ambuja and Lakshmi cement.421 tonnes and the non-trade segment accounted for 23. Trade sales increased by 15 per cent during the year. Additionally. The company has five business centres and registered a 60 per cent growth in the retail network.05 cr on 31 March 2002 to Rs 8. the company focused strongly on its outstanding position in the market. To create a distinction in the market. JK. Dealer performance The focus on stronger dealer performance has helped generate higher sales. blended grade cement registered strong growth of 58 per cent during the year.128 tonnes per month. the launch of Red Oxide cement met with success. the company has taken strong steps to strengthen customer service. Competition The demand in the Delhi market grew by one per cent during the year.96 cr on 31 March 2003.35 lack tones in 2002-03 (3. The trade segment accounted for 21. The timely disposal of customer problems is building a stronger service brand and raising the visibility of Shree’s products in the marketplace.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. 19 . The key players in this market are Shree. Network Shree’s continued success in the Delhi market was on account of focused network development activities. This has led to a sharp fall in outstandings from Rs 11.• • • • • 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. This market is witnessing a higher growth in the blended segment. Vikram.

20 . The focus on providing prompt service and paying customer visits to learn about their concerns and their quick redressal has helped enhance business opportunities. It sold 24. The company has opened five business centres in the state. especially in the trade segment. Network Shree’s retail network in Punjab grew by 75 per cent. The combination of more dealers and business centres translated to higher sales. Shree is focused on converting its OPC sales into Red Oxide cement. 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.Outlook The Company is targeting higher sales through several initiatives including strengthening its dealer network.885 tonnes in 2001-02.82 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. Moreover.68 lack tones in 2002-03 (2. a focus on superior logistics and lower transportation costs will help improve margins. Additionally.247 tonnes and 6. Punjab Highlights.433 tonnes per month in the trade and non-trade segments respectively. The number of dealers rose to 187 in 2002-03.

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

11 per cent of the company’s sales) accounting for a 16. Blended grade cement registered strong growth of 35 per cent during the year. JK.• The closure of dumps in Hissar. The key players in Haryana are Shree. Sirsa and Jind and the service from Narnaul has helped lower transportation and manpower costs. Binani and BCW. Lakshmi. the launch of Red Oxide cement met with success.482 tonnes.04 per cent share in the Haryana market. The company has three business centres and registered a 25 per cent growth in the retail network.90 per cent in 2002-03. The timely disposal of customer problems is building a stronger service brand and raising the visibility of Shree’s products in the marketplace.37 lac tonnes in 2001-02 -nine months) in Haryana (20. Dealer performance 22 . Ambuja. Apart from growing its network. the company has taken strong steps to strengthen customer service. Competition The Haryana market has grown by 5. To create a distinction in the market. Network Shree’s continued success in the Haryana market was on account of focused network development activities.189 tonnes and the non-trade segment accounted for 22. • Market witnessing a shift from OPC to blended cement Performance The company sold 5.04 per cent in 2002-03. Shree was able to enhance its market share within the state from 13. This market is witnessing a higher growth in the blended segment.95 per cent in 2001-02 to 16. Grasim. The trade segment accounted for 23.48 lac tonnes in 2002-03 (3.

37 lack tones in 2001-02 -nine months) in Uttar Pradesh and Uttaranchal (15. Uttar Pradesh and Uttaranchal Highlights.60 per cent of the company’s sales) accounting for a 20 per cent share in the Uttar Pradesh and Uttaranchal market. the company focused strongly on its outstanding position in the market. Currently the outstandings are under control and are collected within 18 days. The trade segment accounted for 22. Moreover. Shree is focused on converting its OPC sales into Red Oxide cement.000 tonnes per month. Additionally. 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 4.537 tonnes and the non-trade segment accounted for 12.895 tonnes per month. Outlook The company is targeting higher sales through several initiatives including strengthening its dealer network. A focus on quicker deliveries and the creation of a newly created logistic team will further help lower costs. 23 . The company is also focused on increasing its trade sales to an average of 27.25 lack tones in 2002-03 (3.The focus on stronger dealer performance has helped generate higher sales.

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

• 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.02 kwh / T cement Medical Welfare • Full fledged hospital. for 3 MW power generation. and provides surplus power to Rajasthan. 25 .. avoids transmission and distribution losses. SAVINGS: Rs 496.Pioneered in the application of innovative Electro Static Precipitator technology in DG power generation to save fuel and combat pollution.. • Well equipped dispensary with compounder at mine site.46 million pa • Development of DD Cones In house development of Deduiling Cones for cyclones resulting in reduction in pressure drop. well equipped lab facilities including x-ray and pathological lab at colony premises. • Achieved unity power factor . and replaced HSD by LDO. in electrical distribution system to reduce maximum demand. • 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 . higher outputs and lower energy consumption. and transmission / distribution losses• Partial utilization of waste heat .2.

89 operations and more than 350 checkups were arranged. efficient and productive workforce and create a healthy bottomline. • Free From Plastic Bags. workers and contractors once every year. • 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 . 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. • Conduct various immunisation & vaccination camps. The management system based on OHSAS-18001 demonstrates its responsibility to employees. • Donated children ward. environmental and occupational health and safety management. Smoking And Drinking. Under this series. stockholders and society as a whole by ensuring that it reduces health and safety risks. It also intends to maintain a comprehensive database on medical examination records. This series has been developed to facilitate the integration of quality.K. Hospital Beawar. the company expects to conduct extensive medical examinations for staff. water coolers. • Transportation facilities is provided in emergencies to near by villagers. • 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. In year 2003. clients. DG sets to A. Spectacles were also provided to needy persons.• Annual eye camps since last 8 years.

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

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

YANTU VISHWATAH:" Rigveda Relief Measures In Natural Calamities • Running of waterhuts & water facility for cattles every year.Dist Pali 29 . Singhi.5. Carried out through the SCL Staff/Ladies Cooperate Society of Shree Cement efforts are made for community Initiative and Rural Development. 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.85 Lac Masuda Sub-Division . which is spearheaded by Sh.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. Corporate Social Responsibility A responsible & caring corporate citizen. Latest technology available is being adopted to achieve maximum automation to achieve optimum efficiency and manpower utilization. and so far 25% of the work has been completed. 67000 / Month 4. 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. M. customers. Ajmer @ RS.69 Lac Jaitaran Sub -Division . As the project site is located in proximation to the potential market. • Amount Spent For Draught Affected Area Year 2003-Total Amount Spent Up To July 2003 .K.Dist. employees and society at large. Shree Cement strongly believes in the cohesive concept of Social development & cultural management.

67000 / MONTH 6.0.@ Rs.37 Lac National Calamities » Gujarat Earth Quake (Rs 6.91 Lac Phed .0.5 Lacs + Employees Contribution) » Contribution towards Drought Relief to state Governors' fund (Rs 2 Lacs) Sustaining Animal Life 30 . 5000/ month since March 2003 0.Chief Minister's Relief Fund (Rs 6.0 Lacs + Employees Contributing In Cash & Kind) » To Remember Martyrs Of Kargil War.Dist Pali @ RS. 4500/ MONTH SINCE MAY 2002 0.20 Lac • Amount Spent In Year 2002 . 15000/ Month since April 2003 0.Dist Pali . 4500/ Month since Jan 2003 @ Rs.37 Lac Jaitaran Sub -Division .36 Lac Year 2001 -Total Amount Spent .6.25 Lac Monthly Financial Assistance in Ajmer & Pali Dist 1.Dist.39 Lac Masuda sub-DIVision . Ajmer @ RS.Dist Pali @ Rs.03 Lac Jaitaran Sub -Division .5 Lacs + Contribution In Kind And Also By Employees) » Orissa Cyclone (Rs 2.

• 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. • Program on harmonious relationship & happiness in family.C.00 lacs to Ajmer Citizen Council for cow rearing at Ajmer. • Organized Bhajan Sandhya Of Renowned Singer Anuradha Paudwal At Shree Cement On The Ocassion Of Consecration Of Shri Sankat Mochan Hanuman Temple-2000. • Celebration Of Festivals. SPIRITUAL UPLIFTMENT • A magnificent temple of shree hanuman ji with beautiful surroundings of several small hillocks. • Organized Classical Dance Programme By Padam Vibhushan Sonal Man Singh On The 3rd anniversary Of Shri Sankat Mochan Hanuman Temple-2003. Prajapti. garden and musical fountain has been constructed.by Dr. • Ram katha and Bhagwat katha by Shri Laxaman Sharanji Maharaj. • Rs 1.• Rs 5.-2002.00 lacs per month to Gram Panchayat . • Construction Of Shree Rangnathjee Temple At Pushkar.Andheri Deori for cow rearing at village Andheri Deori from December-2002. B. • Organized classical dance programme by famous film actress Hema Malini on the 2nd anniversary of shri Sankat Mochan hanuman temple. 31 .

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

• The winners are awarded with attractive prizes and the participants are also served meals.1 TITLE OF THE STUDY Shree Cement Limited . • Cultural programmes arranged CHAPTER 2 PROJECT PROFILE 2.2 OBJECTIVE OF THE STUDY To understand the process of Human Resource Planning of Shree Cement Limited.state day-night cricket tournament at Beawar wherein cricket teams from 9 states participated. The research is significance toThe Company: The company taken is Shree Cement Limited which is an established brand in manufacturing cement. •Assisted in organizing inter . 2.3-SIGNIFICANCE OF RESERCH Every research is conducted to fulfill certain objectives and these objectives fulfill some purpose and are of significance for further researches. The purpose of the research is to identify existing Human Resource Planning process 33 .Human Resource Planning. 2.

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

For this convenience sampling was done by the researcher. Sampling Procedure – It describes how the respondents should be chosen. 35 .  Contact Method: Once the sampling plan is determined. Present the findings: The last step in research process is to present the findings to the relevant parties. The study was conducted in the month of June – July 2009.5 –SCOPE OF RESEARCH The study was conducted in Shree Cement Limited. Analyzing the information: One of the most important step in the process of research is to extract pertinent findings from the collected data. the researcher has to decide how the respondents should be contacted. The sample size of 50 employees was taken. 2. The researcher tabulated the data and then applied all statistical and graphical methods for presenting the same. The conclusion and recommendation on the basis of data collected is presented in a systematic manner.Sample size – It describes how many people should be surveyed.


60 cars and 300 two-wheelers . This posed an accident risk. Manager.• 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." . 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. I suggested that another gate be opened for car entry only. The company trained and multi-skilled so that members could deepen and extend their competencies across the house keeping. 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. So many schemes of recognition and rewards are given to boost the morale and motivate the employees. According to Managing Director of the company. Like the inevitable 8. thus generating multiple CEO's in the Energy Management System. risk management.at the factory gate. health and safety functions.30 am traffic jam of employee vehicles . morale management is considered to be more challenging than material management. According to him it is important to keep walking around and congratulating the teams for their small victories.Jo soche woh paave also deals with some really simple solutions. team building and environment. 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. maintenance. Efforts and their success stories 37 . This suggestion was accepted and the result is a safer factory and a bigger time saving today.Girish Singhal (Dy. • 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.

in-house development. power and wastage. The team completed this task in minimum possible time with the result that the reclaimer was put into operation in just 36.000/. • Multiskill development training programme 38 . For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours. occupational safety and health. The team was rewarded with a cash amount of Rs. Replacements of castable bull nosed top to refractory brick arch were selected for this puraskar. 11.5 hours. Replacement of Cooler gas portion. It is our endeavor to encourage the workers to participate in this puraskar. and reduction in raw material.are disclosed to all in special functions so that other employees may take inspiration from them. The innovative work done on:• • • Removal of hanger bearing from ESP Hopper Screw Conveyors. Employees are rewarded for doing exemplary work in the field of reducing/ eliminating breakdown.and certificate of honour. better house keeping. • 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. Cash awards and Certificates of honour have been given in a function. environment and working conditions as well as safety and quality of product.

92 5.00 39 . 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. enhance skill sets and to facilitate cross-functional development. organized smooth functioning of the production cycle. 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. Following the success of multi-skilling with workers. Reason: The company faced a problem of surplus workers. • 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 4.28 8. This broadened the outlook of staff members. The company reduced overtime through efficient manpower utilisation. Shree optimally utilized its surplus strength by developing worker skills in other technical process. Employees were deputed for Multiskill training of fitter trade in different Industrial Training Centers.33 hours 02-03 12. making them think like business managers. the company introduced this concept with staff members. the company started the concept of multi skilling to optimise manpower. the company started this concept first for its workers. As a result the company did not lose a single day's work due to strikes or lockouts.In 2001-02. increased job security leading to a greater sense of belonging and strengthened industrial relations. Other organizations would have resorted to retrenching and laying off. but this is not Shree's philosophy. Unlike other organisations who introduce multi-skilling for high fliers.

00 15647 55.96 02-03 88.90 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.Labour cost Year 99-00 Labour 63.5 80.63 01-02 74.05 40 .3 Programmes Number of 4849 participants Man hours Average 8804 8.49 cost /tonne 00-01 69.91 44.33 10036 14447 12.

43 31.21 19.30 7.19 1999 4141 6. Year Shree experience Average 1997 3143 5.58 12.52 2001 5108 7.60 1998 3714 6.67 2.22 41 .25 9.94 2002 5588 8.79 2000 4581 7.03 Rich Shree experience A stronger sense of loyalty is reflected in an increasing Shree experience and a stronger accumulation of intellectual capital.85 2.91 0.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 % 5.77 8.

27 4.68 6.07 Awards in 2005 .17 5.2 HUMAN RESOURCE PLANNING 42 .08 Awards in 2006 .57 4.04 3.05 Awards in 2003 .40 Awards • • • • • Awards in 2007 .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 .82 3.

A process which anticipates and maps out the consequences of business strategy on an organization's human resources. strategic decisions are taken at the centre of the businessRearch. It is clear that many of these decisions are fundamental to an organization. following the decision sequence shown on page 351 of Human Resource Management in a Business Context. consequences gauged.for example.For resourcing strategies to be implemented they must be translated into practical action. This is reflected in planning of skill and competence needs as well as total headcounts. information must be obtained. For these decisions to be taken. political soundings taken and preferences assessed. If the implications are major.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. To participate in the decision process by providing information and opinion on each option. 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 . The role of the human resource function is two-fold: 1.

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. This forms part of the information collated from the organization as a whole 2. 44 .• management requirements. five. projected production/sales. Forecasting methods Human resource planners have a choice of techniques open to them. 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. employee analysis. scenario building. including: extrapolation (of past trends). Information already gathered provides the basis for a human resource plan.

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

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

47 . 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. The following is the corporate succession management model. such as: • • • • • an aging workforce increasing retirement rates tight labor market limited competitiveness. It addresses many of the issues. and fast-paced changes in work. This results in a workplace that will be well positioned to face whatever lies ahead.Succession management is a key strategy that you will probably want to implement as a result of your HR planning process.


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. CHAPTER V RECOMMENDATIONS 49 . anticipate and possibly avoid redundancies Accordingly formulate training programs.Human Resource Planning helps to assess future recruitment needs.

• • • • • • • 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 .

Human Resource Management – Gary Dessler 51 .com 2.1.S. Human resource management. Rao 4.V.shreecementltd. shree manthan ( magazine) 3. www.

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