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EMPLOYEE WELFARE INTRODUCTION: The study on welfare measures is more relevant in today’s business scenario characterized by very tough competition. This situation had led to a stage where organizations are more worried about survival; this led welfare to take a back seat. The employees themselves are looking for the bare minimum and not making any demands for welfare. In such a situation, a study on welfare measures and their effectiveness goes a long way in determining how relevant these concepts are in the changed scenario. Therefore a study is required. The study was also required because implementation of welfare measures in India has become nominal. It has been so neglected in the implementation part that there are very few takers for welfare because of which the basic objective of having welfare measures being implemented is lost. This study was therefore aimed at telling the management areas where they need to tighten up to make welfare really meaningful in the organization. Keeping in view the importance of fertilizers, the following integrated polymers plants with foreign collaborations were set up. The real need for welfare arises from the two basic conditions generally known as the long arm of the job and the ‘social invasion of the factory’. The working environment of any job in a factory or mine or a workshop imposes some adverse effect on the workers because of the heat, noise, and order, fumes etc. involved in the manufacturing process. EMPLOYEE WELFARE Employee is the important factor of Industrial Production. Management seeks to cooperation of work force by providing welfare in terms of provisions for better working conditions, adequate lighting and ventilation etc., Employee Welfare work aim at providing such service facilities and amenities which enable the Employee employed in industrial to perform their work in healthy congenial surrounding conducive to good health and high morale. OBJECTIVES OF THE STUDY Primary Objective: To study the level of satisfaction of employees regarding welfare measures at C.I.L.
Secondary Objective: To study the perception of the employees regarding the welfare measures provided to them. • To analyze if the level of satisfaction is different among the various categories of employees and departments. • To suggest provision of more welfare measures to improve the performance of the employees. HYPOTHESIS: • • Employee welfare measures provided by the plant influences the productivity Employee welfare measures provided by the plant leads to job satisfaction of the employees PROBLEM OF THE STUDY: A Project titled “A Study On Employee welfares Measure With Special Reference to COROMANDEL INTERNATIONAL LIMITED,VISAKAPATNAM “.This project is for to know the labour welfare measures provide in the coromandel international limited, and to study the various dimensions of employee welfare measures that perceived by the worker and the perception of the respondents regarding the various labour welfare provided to them and to suggest suitable measures to enhance HRD intervention used in improve the welfare facilities. SCOPE OF THE STUDY: During the World War II certain non-monetary benefits were extended to employee as means of neutralizing the effect of inflationary condition. These benefits, which include housing, health, education, recreation, credit, canteen etc., have been increased from time to time as a result of the demands and pressures from trade union, it has been recognized that these benefits help employee in meeting some of their life’s contingencies and to meet the social obligation of employee. 1. Employee demands: Employees demands more and varied types of welfare measure rather than pay hike because of reduction in tax burden on their part of employees and in view of the galloping price index and cost of living:
2. Trade union demands: Trade union competes with each other for getting more and a new variety of welfare measure to their members such as life insurance, beauty clinics. If one union succeeds in getting one benefit, the other union persuades management to provide a new model fringe. Thus, the competition among trade union within an organization results in more and varied benefits. 3. Employee’s preference: Employee also prefers welfare measure to pay-hike, as welfare measure motivate the employee for better contribution to the organization. It improves morale and works as an effective advertisement. 4. As a social security. Social security that society furnishes through appropriate organization against certain risks to which it members are exposed These risks are contingencies of life like accidents and occupational diseases. Employee has to provide various benefits like safety measure, compensation in case of involvement of workers in accidents, medical facilities etc RESEARCH METHODOLOGY: The information pertaining to various labour welfare philosophies has been collected mainly from various books however the information pertaining to Coromandel International Limited has been obtained from the following two sources. PRIMARY DATA: This is done by personal discussion with various officials in employee relation department and human resource development. Questionnaires were prepared by keeping in view of the objective of the study. The first one is being management questionnaire covering management data on participation of workers in welfare work. The second one was the canvass among the sampled employers to find out their opinion on welfare measures. The questionnaire was distributed to 150 and the response were limited to 100. The study is confined to a sample of 100 only.
. Time was a constraint for the study. So they could not afford give full information. Since officials. During the project period most of the staff members are busy with auditing and other works. Some of the information was not available due to the confidential matters. LIMITATIONS OF THE STUDY Every study is conducted under some limitations.4 SECONDARY DATA: The secondary data is from various publications on personal management labour welfare and annual reports of Coromandel International Limited. executives and others were busy the study was primarily focused on secondary data. Some of the limitations of the study are as follows.
5 CHAPTER-II REVIEW OF LITERATURE REVIEW OF LITERATURE .
6 Human Resource Management is the process of procuring. This project is focused on employee welfare measure and employee morale. When all basic facilities are provided and employees obtain satisfaction then the productivity can be increased and development of the organization will be possible CONDITIONS OF WORK ENVIRONMENT 1) Working conditions • • • • • • • • • • Temperature Ventilation Lighting Dust Smoke Fumes and gases Noise Humidity Posture – simple Hazard and safety complex devices 2) Factory Sanitation and Cleanliness: • • • • • Provision of urinals in factories Provision of spittoons Provision for the disposal of waste and rubbish Provision for water disposal (drainage) Provision of proper bathing and washing facilities . maintaining. 2.1 EMPLOYEE WELFARE – DEFINITION Employee welfare means “the effort to make life worth living for workmen”. and controlling human resources for effective achievement of organizational goals. developing.
singing.7 • • Cleanliness. etc) 3) Workers education • • • • Education to improve skills and earning capacity Literacy Library. gardens. audio visual education.1 EMPLOYEES’ HEALTH SERVICES 1) Factory health services • • • • • Medical examination of employees Factory dispensary and clinic treatment First aid and ambulance room Treatment of accidents and Health education and research 2) Recreation • • Playgrounds for physical recreation (athletics.washing and repair of buildings and workshops Care and maintenance of open spaces. roads. dancing. gymnastics. games. etc) Social and cultural recreation (music. drama. lecture programmes and Workers educational scheme and its working 4) Economic Services • • Employees’ co-operative societies Grain shops and fair price shops and .1. etc 3) Welfare Amenities • • • • • • • Provision and care of drinking water Canteen services Lunch Rest room Crèches Cloak rooms Other amenities 2. white.
8 • Housing co-operatives 5) Housing for employees and community services .
They include 1) Safety provision inside the workshop 2) Employee counseling 3) The medical services 4) The recreational and other welfare facilities 5) Fringe benefits and supplementary items 2. 2.1.1. hours of work.4 FACTORS AFFECTING MORALE According to McFarland. enthusiasm or zeal. working conditions.Fippo has described morale “As a mental condition or attitude of individuals and groups which determines their willingness to co-operate.1.DEFINITION According to Yoder “morale is a feeling.9 6) Study of the working of welfare Acts • • • Factories Act Employees state insurance act Minimum wages act 7) Social Work in industrial Setting • • Family Planning Employee counseling 2. voluntary conformance with regulations and orders. the important factors which have a bearing on morale are • • • The attitude of the executives and managers towards their subordinates. and a willingness to co-operate with others in the accomplishment of an organization’s objectives.2 EMPLOYEE SERVICES AND BENEFITS These are concerned with the process of sustaining and maintaining the work force in an organization.3 EMPLOYEE MORALE . and safety rules effective leadership and an intelligent distribution of authority and responsibility in the organization . including pay. somewhat related to esprit de corps. Good morale is evidenced by employee enthusiasm.
fighting. 2. . zest. dependability and resistance to frustration. dislike of. there are some who assert that high satisfaction leads to high performance. such as • • • • • • • • The organization itself The nature of the work The level of satisfaction The supervision received The perception of the self Workers perception of the past awards and future opportunities for rewards The employees age The employee’s educational level and occupational level. pessimism.1. 2. 2. disobedience of the orders of the leaders.1. disloyalty to the organization. and laziness. bickering. is described by such words and phrases as apathy. First. jealously. “high morale exists when employee attitudes are favorable to the total situation of a group and to the attainment of its objectives low morale exists when attitudes inhibit the willingness and ability of an organization to attain its objectives High morale is represented by the use of such term spirit.1.7 MORALE AND PERFORMANCE It has been pointed that “there is a little evidence in the available literature that employee attitudes bear any relationship to performance on the job. or lack of interest in.5 CRITERIA THAT DETERMINES MORALE Several criteria seem important in the determination of levels of workers morale. enthusiasm. The “Hawthorne” studies of 1930s seem to support this view.10 • • the design of the organization’s structure which facilities the flow of work and The size of the organization. Low morale. According to McFarland. as do findings of other studies. loyalty.6 TYPES OF MORALE Morale is generally referred to as high morale. on the other hand. one’s job.
Employees do not lose their respect for the boss who admits his mistakes but they cannot respect one who makes too many.11 Second. misconceptions should be removed. 2. Third.8 WARNING SIGNS OF LOW MORALE Among the more significant of the warning signals of low morale are • • • • • • High rate absenteeism Tardiness High Labour turnover Strike and sabotage Lack of pride in work and Wastage and spoilage. it is essential to change the policy or to correct it immediately. because most people experience satisfaction by accomplishing more tasks. and they may have contempt for one who refuses to admit his mistakes. or clinching a sale. a reasonable attempt should be made to educate and convince the employees. Vroom found significant relationship between morale and performance in only 5 out of 22 studies undertaken by him. In the first place. Lyman Porter and Lawler say that satisfaction results from high performance.1. like building a radio.9 IMPROVING MORALE A three-fold action may be initiated. Third. 2. For example. . still others claim that there is no consistent relationship between morale and performance. and the correct position should be explained to the employees. others take an opposite view.1. Second.
How to Boost Employee Morale By Betsy Gallup April 9. Mishra Topic: Human Resource Management and Industrial Relations Reprint 3927.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES Preserving Employee Morale during Downsizing Karen E. Gretchen M. gleaned from interviews and surveys that will retain workers' trust and sense of empowerment. Spreitzer and Aneil K. pp. is the most important. Be their greatest advocate. No. 83–95 Mishra propose a four-stage approach to downsizing. the community. . laid-off employees. local and national press. Management should communicate frequently and be open and honest. 39. 2. Vol. The implementation of all the above. winter 1998. Mishra. Stand behind your employees. 2006 The following are the ways to boost the employee morale. The company should consider all stakeholders' needs — survivors. • • • • • • • Treat employees with respect Show interest in your employees' personal lives Allow your employees to gain ownership of their jobs by being part of the decision-making process Create a pleasant work environment Establish an employee recognition program Give clear direction and set priorities.12 2. and any affected government agencies.
The company should still be very much hands-on with the whole employee incentive program to ensure that the outcome of the employee incentive program will be good. Therefore the concept of employee welfare includes to aspects namely physical and mental welfares 1. Employee Welfare By Regina Barr Employee Welfare program is based on the management policy which is aimed shaping perfect employees. Improvement in health security for the employees and their families so that they can work confidently and productively. Providing the retired employees with the old age allowance. Applications of merit system or work performance system as the basis for employee rewarding. 5. 3. . Increase in basic salaries and pension as adjustment to the needs providing all work units and their officials with vehicles to help support smooth mobility.13 Boost Employee Morale with an Employee Incentive Program By: Trevor Marshall Good managers know from their own observations that employee attitude affects their work and eventually the company’s output. 4. 2. It is essential that your incentive program will actually inspire and motivate them to work efficiently and not just be competitive with each other. Healthy competition among the company’s employees is good but too much of it may also cause the company to disintegrate. Employee insurance program to provide the employee with better security.
14 2.3 DIAGRAMATIC REPRESENTATION OF THE STUDY CANTEEN FACILITY MEDICAL FACILITY MOTIVATION Effect of welfare measure on morale JOB SATISFACTION SAFETY WELFARE MEASURES EMPLOYEE MORALE INFRA STRUCTURE CREDIT FACILITY INTER RELATIOSHIP WORK ENVIRONMENT .
15 CHAPTER-III INDUSTRY PROFILE AND COMPANY PROFILE Coromandel Internationals Limited .
private and co-operative. These manufacture an extensive range of phosphatic. The adoption of back to back Five Year plans has paved the way for self sufficiency in the production of food grains. No N 1 2 3 Sector P Private Sector Public Sector Total Capacity (LMT) N 53. The agricultural sector and its other associated spheres provide employment to a large section of the country's population and contribute about 25% to the GDP.08 7.16 INDIAN FERTILIZER INDUSTRY PROFILE India is primarily an agriculture based economy. This surplus has been facilitated by the use of chemical fertilizers. This has resulted in large scale investments in all three sectors viz.65 30.59 Percentage Share 44. There are also a number of medium and small scale industries in operation.94 34. At present there are 57 large scale fertilizer units.0 Cooperative Sector 31. India has emerged as the third largest producer of nitrogenous fertilizers. while 13 of them produce Calcium Ammonium Nitrate and Ammonium Sulphate.0 26.0 62. During this period the first Single Super Phosphate (SSP) factory was established in Ranipet in Chennai. public. The remaining 20 fertilizer plants manufacture complex fertilizers and DAP. In the pre and post independence era a couple of large scale fertilizer units were established namely the Fertilizer Corporation of India in Sindri.69 . The large scale use of chemical fertilizers has been instrumental in bringing about the green revolution in India.73 29. Bihar and the Fertilizer & Chemicals Travancore of India Ltd in Cochin. The following table elucidates the installed capacity of each sector. Kerala. Numerous committees have been formed by the Indian government to formulate and determine fertilizer policies.33 17.27 100. 29 of these 57 units are engaged in the manufacturing of urea.98 120. about 72 of them. In fact production has gone up to an extent that there is scope for the export of food grains.13 56. The dramatic development of the fertilizer industry and the rise in its production capacity has largely been attributed to the favorable policies. nitrogenous and complex fertilizers. The Indian government has devised policies conducive to the manufacture and consumption of fertilizers.61 P 35. The Indian Fertilizer Industry is one of the allied sectors of the agricultural sphere. Sl. It had a capacity of producing 6000 MT annually.13 4.27 100. The fertilizer industry in India began its journey way back in 1906.
These include Fertilizer Imports. large investments poured into the private. India witnessed significant growth of the fertilizer industry during the sixties and the seventies. These successes in the production by the fertilizer companies of India have crowned India the 3rd largest fertilizer producer in the world. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. With the formulation and implementation of investor friendly policies. The Indian fertilizer industry has come a long way since the setting up of the manufacturing unit of Single Super phosphate (SSP) near Chennai in 1906 A new impetus to the growth of Indian Fertilizer industry was provided by the set up the two fertilizer plants.36 million MT of phosphate. complex and phosphatic fertilizers.52 LMT. The aim was to create an industrial base that would provide India with self reliability in food grains. The installed capacity of urea in India is estimated to be 207. public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. Though the soil in India is rich in silt. India had an installed capacity of 12. promotion and development of the Fertilizer industry. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. The increase in the production of fertilizers and its consumption acts as a major contributor to overall agricultural development.Fertilizer & Chemicals Travancore of India Ltd. Today. the Indian fertilizer industry has made a production of 120. It also takes into account the import and distribution of fertilizers and also the financial aspect. Movement and Distribution. .11 million MT of nitrogen and 5. the Indian fertilizer industry is the 3rd largest producer in the world.2007. This was during the forties and the fifties. it lacks chief plant nutrients like potassium. nitrogen and phosphate. By 2003. There are four main divisions of the department.17 The Department of Fertilizers is responsible for the planning. Fertilizers Projects and Planning and Administration and Vigilance. with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous. It makes an assessment of the individual requirements of the states and union territories and then lays out an elaborate supply plan. Finance and Accounts. As per Government of India records on 31.61 LMT of nitrogen (N) and 56.01.59 LMT of phosphatic (P) nutrient.
(FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. large investments poured into the private. By 2003. The aim was to create an industrial base that would provide India with self reliability in food grains. public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. India had an installed capacity of 12.20 GROWTH OF INDIAN FERTILIZER INDUSTRY The Indian fertilizer industry has come a long way since the setting up of the manufacturing unit of Single Super phosphate (SSP) near Chennai in 1906 A new impetus to the growth of Indian Fertilizer industry was provided by the set up the two fertilizer plants. Today. with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous. This was during the forties and the fifties. India witnessed significant growth of the fertilizer industry during the sixties and the seventies.36 million MT of phosphate. With the formulation and implementation of investor friendly policies. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. the Indian fertilizer industry is the 3rd largest producer in the world. COMPANY PROFILE .Fertilizer & Chemicals Travancore of India Ltd. complex and phosphatic fertilizers.11 million MT of nitrogen and 5.
cost effective and energy efficient manufacturing facility 3.14 billion) Murugappa Group. High quality products and brand image 2.21 INTRODUCTION: Coromandel International Limited is in the business segments of Fertilisers. In its endeavour to be a complete plant nutrition solutions company.9668 crores (USD 2. customers. ProvideValue for money to customers through quality products and services. Coromandel was ranked among the top 20 best companies to work for by Business Today and was also voted as one of the ten greenest companies in India by TERI. The Crop Protection business produces insecticides. Coromandel is the second largest manufacturer of Malathion and only the second manufacturer of Phenthoate. recognize and reward initiative. reflecting its commitment to the environment and society.2 billion) in 2008-09. Coromandel has also ventured into the retail business setting up more than 425 rural retail centers in the agri and lifestyle segments. fungicides and herbicides and markets these products in India and across the globe. Coromandel has also introduced a range of Specialty Nutrient products including Organic Fertilisers. Specialty Nutrients. innovativeness and creativity. Crop Protection and Retail.15. . Coromandel manufactures a wide range of fertilisers and markets around 2. AdhereTo ethical norms in all dealings with shareholders. contribute and advance. Profitable operations 4.9 million tons making it a leader in its addressable markets and the second largest phosphatic fertiliser player in India.907 crore (USD 3. It should have: 1. High level of satisfaction to stake holders. TreatOur people with respect and concern provide opportunities to learn. The Company clocked a turnover of Rs. financial institutions and government. employees. Coromandel is a part of the Rs. Modern. suppliers.
GrowIn an accelerated manner. . ManageEnvironment effectively for harnessing opportunities. DischargeResponsibilities to various sections of society thereby preserve environment. but reflecting moderation and humility. benefiting our size. by continuous organization renewal. open communication and team spirit a style of operation. consistent with values and benefits.22 MaintainAn organizational climate conducive to trust.
23 THE SPIRIT OF THE MURUGAPPA GROUP: .
We have a healthy desire to stretch. We will do this in a manner that befits our size and also reflects our humidity. We inspired and enable people to achieve high standard and challenging goals. . We unfailingly meet high standard of quality in both what we do and the way we do it. We take pride in excellence. We strive constantly to improve and be energetic in everything that we do. We believe we can help make a difference to our environment and change lives for the better. We are open and transparent with each other. PASSION: We play to win. achieve personal goals and accelerate business growth.26 INTEGRITY: We value professional and personal integrity above all else. QUALITY: We take ownership of our work. We provide everyone equal opportunities to progress and grow. every minute of every day. We earn trust with every action. We achieve our goals by being honest and straightforward with all our stakeholders. RESPONSIBILITY: We are responsible corporate citizens. RESPECT: We respect the dignity of every individual.
• Optimum capacity utilization • Enjoying great brand and corporate image • Dealer and farmer loyalty. • continuous up gradation of technology and providing training investment. Import of major raw materials . Marketing by intermediaries Poor availability of product. SWOT ANALYSIS STRENGTHS: • Very long experience in the field of producing and selling fertilizers.27 OBJECTIVES OF COROMANDEL • To enable the farmers “grow more” by producing and supplying highly To maximize. • investment. WEAKNESS o o o o Neglecting study based on sales promotion of retail outlets. the efficiency of both the men and machinery through To satisfy shareholders by giving them handsome returns on their nutritious complex fertilizers at minimum cost. • Financially strong and firm. • Up-to-date technology and continuous up gradation. • Niche Marketing • Strong promotional attractive • Widespread sales network • Minimum Labour problem • Well-trained employees and good work culture.
Coromandel has received a number of awards and recognitions including the British Council 'Five Star' rating for Safety Management Systems and being adjudged one of the 'Ten Greenest Companies in India' by a joint survey of TERI and Business Today magazine. • Over the years. Shifting of demand from the company’s products to competitor’s DAP Huge consumption of urea cover complex that is offered at lessor cost Temperance of the Agricultural sector by the present government. Frequent/subsequent changes in government policies. in the market. .28 OPPORTUNITIES • • • • • Increasing trend in using complex fertilizer areas. Large areas under each and oil seed crops Growling awareness and education among farmer’s community Modern farming practices Government subsidy reduction on urea for facilitating the use of complex fertilizer. THREATS • • • • The heavy competition in fertilizer market.
The process involved a rigorous assessment of Coromandel's HR processes and practices including site visits by a team of CII assessors. President of CII on 23rd July. This recognition was conferred at the CII HR Conclave 2010 by Mr Hari S Bhartia. .29 Some of the recent awards and recognitions received by Coromandel include: Coromandel was awarded "Significant Achievement in HR Excellence" by the Confederation of Indian Industries (CII). DMA .2010 at New Delhi. Coromandel in the past has achieved "Strong Commitment to HR Excellence" CII EXIM-BANK CNBC Award for Business Excellence Award for 'Strong Commitment to Excel' for Vizag & Kakinada Plants. Most Engaged Workforce.Erehwon National Award for Innovation in HR.
received for the Award for efforts . National Energy Conservation in Energy Conservation from Ministry of Power. Ranked among the Top 20 Best Employers to work for by Business Today. New Delhi. Vizag. received for the 4th time. FAI Best Production Performance Award for Complex (P2O2)Fertilisers for Kakinada Plant. FAI Best Production Performance Award for the Phosphoric Acid Plant at Vizag received for the 9th time. for Kakinada Plant.30 Public Relations Society of India National Award (1st Prize) for The VOICE. International Award for The VOICE magazine. FAI Best Video Film Award 6th time. Coromandel's in-house magazine. FAI Environment Protection Award for Complex (P2O2) Plant.
from where the Company derived its name.5 acres site was identified at Visakhapatnam along the “Coromandel” coast (India’s east coast).D.Parry (India) Limited (India’s largest private fertilizer producer with 60 years’ standing) – to set up a giant chemical fertilizer complex. 1961 : An industrial license was granted to three companies – IMC (the world’s largest producer of fertilizers then).D. taken under a 50-year lease from Visakhapatnam Port Trust. Charles Dennison. V K Rao and Raja Rameswar Rao. Donald I Meikle was the first Company Secretary. Others on the Board included J Q Cope. The study revealed a crucial need to produce indigenous chemical fertilizers to increase agricultural output to meet the country’s ever-increasing food demand.I. J K John. Managing Direct respectively. with H V R Iengar as its Chairman. Parry was appointed COROMANDEL principal sales agent in India for our product aptly name “GROMOR” epitomizing the idea of Growing More food for the nation. Dr L Bharat Ram. E. Prime Minister Jawaharlal Nehru invited the Ford Foundation to carry out a comprehensive study of Indian agriculture and give its recommendations. The first Board of Directors was constituted on October 16. J T Gibson.50 crores. . With a capital investment of Rs. A 483. The land.31 COMPANY HISTORY 1959: Independent India realized that its largely agrarian economy needed a thrust in the right direction for its people to benefit and prosper.I. L L Powell and P J Davies were the first Managing Director and Dy. A W Horton. Chevron Chemical Company (a major American player in fertilizers / industrial chemicals) and E. Lumus Company undertook construction of the plant. has a private jetty just 5 km from the plant site. S C Dholakia. 1962 Market development commence in the form of a “seeding programme”.
social and agricultural research scientists around the world to share their thoughts on issues of global concern such as food security. recalling old memories for those who were associated with its operation. the Chief Minister of Andhra Pradesh. Its vital role covered soil nourishment. to set up a one million tonne cement plant. the then Deputy Prime Minister of India. Though not operational today. The 245 ft high Urea prill tower was one of the tallest industrial structures in India then. instituted in honor of Nobel Laureate Dr Norman Borlaug (father of the wheat revolution). economists. 1971: The “Coromandel Lecture” was instituted to provide a forum for thinkers. 1980 – 90: Plans to diversify were afoot. Mr. farmer households across our addressable markets identify COROMANDEL brand by this symbol. a local farmer. The fully . The “Borlaug Award”. environment and extension activity. towering against the skyline.32 1967: On December 10. in the presence of Mr. 1970: The “GROMOR farmer” was developed as a marketing symbol and introduced on our bags to spread the message of “higher yields. A “groundbreaking” ceremony was performed in November 1980 at Chilamkur (Andhra Pradesh). supporting agricultural education and rewarding research – all of which had progressively grown in width and depth during the decade. This reflects COROMENDEL concern to develop a symbiotic interaction between agriculture. dedicated the fertilizer plant to the nation. which is rich in limestone deposits. was given the honour of cutting the ribbon. Korari Desai. industry and academia. it still presents a formidable sight. Grandhi Ramamurthy. Today. honors eminent men of science and industry for their distinctive contribution to the cause of agriculture. 1976: Our fertilizer retail outlet at Secunderabad got a boost with garden lovers fervently seeking small quantities of fertilizers for bigger and richer blooms and fruit. sharing agronomic expertise. bigger profits”. 1977 : COROMANDEL completed a decade of participation in augmenting agricultural production for the nation. Kasu Brahmananda Reddy.
S. The top most authority of the whole Coromandel International Limited is administered and controlled by the . 2005: COROMANDEL signs a Business Assistance Agreement with Foskor Limited. Begun in 1975.I. South Africa. Mr.M.000 MT. K.K. Mr. Ravichandran took over as President & WTD on January 22. Phosphoric Acid and Complex Granulation plants were debottlenecked.33 computerized plant (designed by world-renowned cement manufacturer Krupp Polysius of West Germany) was commissioned in 1984. Mr. Mr.Parry (I) Limited in 1995. 2000 COROMANDEL growth over the years has been punctuated with several path-breaking modernisation / upgradation programmes. inaugurated a new complex granulation train.D.E.Nair. N Chandrababu Naidu. A. COROMANDEL consolidated its business by acquiring controlling stake in Godavari Fertilisers & Chemicals Limited (GFCL).A. V. when the Sulphuric Acid. 2004 :Mr. Mr. Other Directors on the Board are Mr. M.Murugappan.D.M. It was later sold to India Cements in 19903 1995 – 99 Chevron Chemical Company divested its stake in favour of E. the then Chief Minister of Andhra Pradesh. followed by IMC in 1999. D. Production capacity wend up from the original 247. the programme gathered momentum in 1992-95. E. The first post-merger AGM of the Company was held on July 15. a highly reputed industrial conglomerate.Vellayan took over as Chairman on September 1.Tandon. On September 29.M.D Parry (I) Limited was merged with COROMANDEL on December 1.I. Organizational Structure: The supervisory board of Murugappa group supervises the organization of Coromandel International Limited.Udwadia.Viswanathan and Mr. To optimise synergy of operations in the Group. the Farm Inputs Division of E.Jayaraman.000 MT. Mr.M Nambiar .000 MT to 400. T. Parry (I) Limited acquired majority shareholding in COROMANDEL making it a part of the Murugappa Group. J. Mr. This further augmented capacity to 600.I. a boon to the entire farming community. 2003: On July 12.
Functions: The vice president manufacturing and projects is overall in charge of manufacturing Fertilizers at plant and in implementation of all the projects in time with a workforce of around 175 officers and 425 technicians. The Sr. Vice President marketing is in charge of overall marketing of Coromandel International Limited finished products as well as the by-products like gypsum. A work force of around 30 Executives and 35 officers are under his control. One AGM & other process plant Heads will directly report to him. The Present Managing Director of Coromandel International Limited is Mr. Sr. fluorine etc. N.V. The Visakhapatnam Plant is headed by the vice president who at present is Mr. internal audit secretarial functions.Ravichandran. The main registered office of Coromandel International Limited is located at Hyderabad. Manager – Accounts:- . The functions of other executives are: General Manager – Operations: General Manager – Operations is responsible for smooth running of all process plants including operations. AGM Operations: Asst. General Manager of operations is responsible for efficient running of Bagging & Product Handling Plants in addition to Management Information System of all Operations Department about 8 Executives and 100 workmen report to him.34 president and managing director. Seetharam who undertakes the in charge of all the levels of departments in the organization. The vice president finance is in charge of overall fund management.
10 officers and 36 office assistants assist him. raw material purchases and maintenance of stores at an optimum level. He is also responsible for execution of all welfare measures and for security arrangement of plant and machinery. AGM – IT: Asst. AGM & RH – HR AGM & RH – HR is responsible for recruitment of technicians and office assistants. 3 officers assist him and 2 workmen who execute all HR philosophies and administer officers wage administration. 5 officers and 20 assistants who look after the effective distribution of finished products and by-products assist him. 30 officers and 165 technicians assist him. health and environment: . He looks after the timely executives of all the capital projects at the plant. 8 officers and 40 workmen assist him. Asst. Manager of accounts is responsible for maintaining statutory accounts and other fund records. General Manager – Purchase & Stores is responsible for all purchase activities. General Manager – Maintenance is responsible for preventive maintenance of plant and machinery and buildings. AGM – Purchase and Stores: Asst. General Manager of IT is responsible in building skill gap of all the human resources of the organization by requisite training and development. AGM – Maintenance: Asst.35 Sr. General Manager – Safety.
The employees work in shift timings.The clerical staff is graded into C1 to C3 ranks where C1 grade is for assistant. The labour comes under unskilled workmen. 3. Thus according to the ranks the employees of Coromandel Fertilizers limited are graded and the company runs round the clock. transport. C2 for junior assistant and C3 for senior assistant. Managerial – The management staff is graded into CI1 to CI 3 and from MG3 to MG 10 grades. The employees of the organization are divided into three grades. Clerical. The site is located on the east coast of Visakhapatnam and has been leased from Visakhapatnam port trust for a period of 50 years with renewal options. They are: 1. He also arranges medical checkups etc. The clerical staff mainly looks after the office work. 4 officers and 3 assistants assist him. health and environment is responsible for identification of hazardous areas and in suggesting remedial safety measures and its effective compliance. The timings of the three shifts are. Coromandel International Limited operates its own bulk freight raw material unloading berth. . which is an added advantage as they import many for Coromandel International Limited Company. Thus the employees working under all the shift timings receive all the welfare facilities like canteen. Location: The plant is situated in 500 acres of site about 5 km from the harbour. 2. 0700 hrs to 1500 hrs 1500 hrs to 2300 hrs 2300 hrs to 0700 hrs The general shift is from 0800 hrs to 1630 hrs. Technical staff is graded into S1 to S7 ranks. at the port. semi skilled and unskilled people. Technical—the technical employees are again sub divided into highly skilled. drinking water etc.36 AGM – safety.
which is a Fertilizer. 2.37 The plant uses a lot of seawater in the process for cooling purpose Vizag being a seacoast provides the facility. It has a rated capacity of 1200 million tonnes per day. They are: 1. Sulphur is the raw material. Plants: Coromandel International limited has mainly three plants. Rock phosphate and sulphuric acid are reacted to give phosphoric acid and gypsum. Sulphuric acid plant-This plant is designed and constructed by M/s. Japan and Gulf. Coromandel International Limited is serving the farming community of India for the past 3 decades by producing around 1 million tonnes of complex Fertilizers per annum and catering to the needs of agricultural society. The urea prill is coated with ammonia phosphate to form the urea ammonia phosphate. Darr Oliver of USA is used in manufacturing of cement. which is imported from abroad from countries like USA. Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and urea is added to this mixture. Simon Carves India Limited. 3. Phosphoric acid plant-This plant is designed and constructed by M/s. Complex Fertilizer plant-Complex Fertilizer plant has rated capacity of 1400 million tonnes per day. It has a rated capacity of 400 million tonnes per day. Achievements: Coromandel International limited a reputed Fertilizer company in India stood first in achieving the following: . Filtering separates gypsum and it is a by-product. Rock phosphate a mineral from foreign countries such as USA. Africa and Australia and is still looking for other sources. which is a good source of income by sales.
First in India achieved to install a large sulphuric acid plant based on First in India achieved successfully to implement total recycling of DCDA technology to control sulphur dioxide emission. Manufacturing and production 2. seawater for its effluent recirculation system attached to phosphoric acid plant. 3. which is urea ammonium phosphate 28:28:0 with high nitrogen and phosphate content in 1:1 ratio. First in India achieved to commercially manufacture high analysis complex fertilizer. Marketing 3. Finance 4. They are: 1. . The basic raw materials used for manufacturing are phosphoric acid. Human Resources 1. They buy naphtha to make ammonia from HPCL.7 lakh tones per annum. urea and ammonia. Manufacturing and Production: The main objectives of manufacturing unit of Coromandel International Limited are 1 To be a low cost Fertilizer manufacturer 2 Emphasis on safety and environment improvement 3 Trust on energy conservation The plant has planned to undertake manufacturing of single super phosphate with estimated production volume of 0. Functional Areas Coromandel International limited comprises of four functional areas.38 1. Rock phosphate is imported from USA and Sulphur is imported from USA and gulf countries. 2.
West Bengal. and West Bengal use Complex Fertilizers these products for soil application. Gromor (20:20:0) and parampos (16:20:0) ammonium phosphate sulphate gives 15% sulphur for the soil apart from their ammonia and phosphate content.Orissa. Coromandel International Limited sells its product under the brand name “GROMOR’. Gromor (28:28:0) urea ammonium phosphate is one of the best products of Coromandel International Limited . Npk is a scientific Fertilizer with the highest nutrient content of 63% among NPK complex available in India. Farmers in AP. Segment Gypsum By-products Hydrofluosilistic By-products Acid Gromor Bentonite Sulphur .MadyaPradesh use this product as a neutralizer for Acidic Soils M/s Alufluoride Ltd-use this product for the manufcture of Aluminium Fluoride which in turn is used for the manufacture of Aluminium. 2. RANGE OF PRODUCTS & CUSTOMERS: Top Key Customers Product/ service 28-28-0 14-35-14 20-20-0 10-26-26 Cement Industries –As a Retarder in Cement manufacture. Orissa. The products of Coromandel International limited are sold in Andhra Pradesh.39 Products: 1. Orissa. Gromor (14:35:14) ammonium phosphate potash. Orissa. 3. west Bengal and Madhya Pradesh. Farmers in AP. 1. West Bengal. and MadyaPradesh use this product as a soil conditioner in lowering PH of soils and to bring down alkalinity Farmers by Government Institution High Analysis in AP.
the state electricity board Marketing: Relating to the field of marketing the objectives are: 1. It has its own source of generating power through its two thermal power stations and one diesel power. West Bengal. Explore new markets and crop areas 2. Orissa. Farmers in AP. West Bengal. The major products of CIL are complex Fertilizers marketed in the trade in brand name of "GROMOR" where most of the trade is done through railways. Speciality Nutrients Farmers in AP. and MadyaPradesh use this product for foliar application.5 mg watts. for better absorption of nutrient from leaves and to counteract adverse soil conditions. Orissa. Minimum distribution cost and lead time 3. Provide meaningful information to management in time. which are useful for the production. Ensure quality and timely positioning of products as per market needs. The best product of Coromandel International Limited GROMOR 28:28:0 . are imported from US and Gulf.40 in Saline/calcareous soils. The raw materials like rock phosphate and sulphur. and MadyaPradesh use this product for Drip irrigation. Orissa and West Bengal. In Andhra Pradesh the Secunderabad branch concentrates on marketing. rest is taken from APSEB. Gromor Spray 19:19:19 Gromor Power 19:19:19 Power: Since the plant functions continuously the company consumes 24 mg watts of electric power each day. which altogether produces 7. Its marketing centers are mainly Andhra Pradesh. 4.
Sale of intermediate such as sulphuric acid. . rock phosphate. skills and competency to employees and 3. 3. Finance: Coromandel International limited laid its foundation stone in 1964 with an investment of 50 crore and leading presently with a turnover of about 613 crores and yields 10% growth rate on turnover and 27-30% of returns per year and spends around 20 to 30 lakh per month as salaries to the employees. potash etc. 2. Ensuring employee’s participation in continuous improvement measures. Sale of by-products like gypsum and fluorine. Developing. Quality Policy: Coromandel International Limited is committed in supplying phosphoric Fertilizers and related products. Further it is committed to continual improvement of quality management systems and processes with the objectives of improving the product quality. 2.41 which is urea ammonium phosphate is marked in 50kg bags and stored in a tank area known as tank bund area. implementing and maintaining quality management systems to international standards. Sale of Fertilizer raw material such as sulphur. 3. which is used for cooling purposes. Imparting requisite knowledge. They have a canal from sea to salt water. They strive to achieve the quality objectives and customer satisfaction by 1. phosphoric acid. Non-Fertilizer Activities: 1. which satisfy the requirements of customers and comply with applicable specifications.
The company is of vital importance to the economy as it supplies Fertilizers to agriculture. These activities have helped Gromor to establish itself as a leader and pioneer beard. the design and construction were done by M/s Nucamin. PLANTS OF COROMANDAL INTERNATIONAL LIMITED: Ammonia Plant: Ammonia plant of 357 tones per day capacity was designed and constructed by M/S Kellogg of USA. Effective funds and foreign exchange management 2. The Urea plant has been shut down due to the shutdown of Ammonia plant. Except for a couple of years Coromandel International Limited is being continuously a profit based company. Ammonia phosphate 28:28:0.87 crores for the year 1998-99. based on the CPJ Allied. Tax planning As per the balance sheet stated on 31st March 2001 the fixed assets of the company cost around 250 crores and. Thus the company's emphasis has been on extension and development involving constant updating of improved agricultural practices. Nunmate of USA. the process. Visakhapatnam. It is titled as the farness friend. has gained a net profit of around 46. Controls cost including reduction in interest cost 3. The urea pills then send to complex plant for manufacture of urea. The basic raw material is Naphtha which is obtained from Hindustan Petroleum refinery. Urea plant: Urea plant which has an operating capacity of 400 tones per day. which is the backbone of the Indian economy.42 The main objectives of finance department are: 1. .
Urea too is being imported. ammonia and phosphoric acid are used along with Potash. USA. Phosphoric Acid Plant: The plant was designed and constructed by M/s DorrOliver. which was increased to 325 tones per day during revamp in 1975. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. Whereas for manufacturing complex NPK 14:35: 14. mixed with the outer feed stocks in the complex plant. In case of manufacture of 16:10:0. The production material is bagged in 50 kg and dispatched by rail/road. The plant is now producing on an average above 350 tones of phosphate. PERSONNEL DEPARTMENT OF COROMANDAL INTERNATIONAL LIMITED: Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Ammonia and liquid sulphur are being imported at an economical rate. phosphoric acid. This was designed and constructed by M/s Simon Carves (India). 20:20:0 Ammonia phosphoric acid and sulphuric acid are used as feeds. Operations of Urea and Ammonia production facilities have been suspended. Complex plant: The complex plant utilizes ammonia. urea to make Ammonia phosphate 28:28:0.43 Sulphuric Acid Plant: Sulphuric Acid plant of CFL has an operating capacity of 1300 tones per day. Due to increase in prices of Hydrocarbons. Alternate arrangements are in place. which is a bought out raw material. The original designed capacity of the plant was 255 tones per day. Objectives: The main objectives of personnel department in Coromandel International Limited are: .
Assam. performance appraisal and smooth administration of remuneration and policies of all categories of employees of Visakhapatnam Plant as well as Marketing Branches of in the States Le. West Bengal. Madhya Pradesh. Human Resource Department: This department deals with the matters pertaining to managerial staff and is headed by Asst. Vice president in consultation with HRD and ERD reviews carefully and finalizes the manpower planning. Personnel department at Coromandel International Limited is classified into two departments.HR who looks after the matters like recruitment. and Chattisgarh.. They are: 1. To facilitate and provide an environment congenial for continual learning aimed at increasing proactively. Employee cost reduction through manpower rationalization and optimum utilization. HR Policy: This human resource policy was drafted in the year 2000 in May and it IS considered to be the corporate commitment.44 1. 1. A total of 40 non-managerial staff is working in this Department. Training in core competency areas 3. career planning. Andhra Pradesh. General Manager & Regional Head . To create and nurture an organization culture committed to multi disciplined teamwork in order to meet the customer's needs with high quality products and services. creativity and adaptability. 2. . Orissa. training and development. Organizational restructure through re-skilling and re-deployment 2.
The process of selection at Coromandel International Limited is done as follows: 1. 4. Advertisements in local press. Conducting written examination and its critical evaluation 2. The main manpower sources of the organization are: 1. Local employment exchange. The requirements of the job shall be the determining factor in the selection and placement of the applicants and employees who satisfy the required qualifications and requirements of the job shall be preferred. Personal interview by the selection panel and its appraisal . Coromandel International Limited also complies with the statutory requirement of informing employment exchange vide form ER-1 under the Employment Exchange Act 1959. Direct interviews from colleges. Selection: The received applications will be reviewed by the ERD and HRD in consultation with the concerned head of the department and suitable applicants will be invited to meet the preliminary evaluation panel at employee relations department or the human resource department. 3. universities and poly technical colleges. 2. To devise and sustain an appraisal and reward system based on performance and merit. Recruitment: The company has a policy that the new employee should be carefully chosen as he has to handle the job not only for his ability but also for his suitability of future advancement.45 3. Resumes or the applications received in personal or by mail.
46 3. Appointment order will be issued to the candidate and it contains the placement, commencement of service, remuneration, benefits, compensation review, age of retirement, notice of termination etc. Thus when the person is selected for a particular job he is sent for training to know the work correctly so that he performs the job effectively. Training and Development: Training and Development at CIL is being given much importance. It is a systematic approach and its objectives are to: 1. Upgrade and maintain the technical and functional skill levels of employees 2. To match the company's present as well as envisaged requirements. 3. Improve the understanding commitment and general effectiveness of employees through appropriate workers education, supervisory development and management development programmes. Normally organization will try to achieve the training man days up to a maximum of 7 days that is considered to be the best. As against the normal standard, CIL already achieved 9.28 and 5.57 man days for their managerial and non-managerial staff. Presently training is being done at the rate of 6.75mandays/employee/year. The training policy of Coromandel International Limited is to facilitate and provide an environment congenial for continual learning aimed at increasing proactivity, creativity and adaptability. THE MAIN FUNCTIONS OF TRAINING DEPARTMENT ARE: 1. Effective coordination with various departments aiming at alignment of
training needs and training activity. 2. Preparation of training calendars and obtaining sufficient budget from
the top management.
47 3. 4. Organizing the training effectively in line with the training calendar. Collection of feedback from the participant about the effectiveness.
Thus training and development at Coromandel International Limited is playing an important role on the employees by upgrading their skills and knowledge. PERFORMANCE APPRAISAL: When an employee's performance is excellent it is the result of a number of circumstances that work together to make his excellence possible. The level of performance of an employee is influenced by six factors. They are:
o o o o o o
Aptitude Degree of effort Level of skill Motivation Understanding the task Other factors
Performance appraisal systems at Coromandel International Limited are at 180° and 90° in cases of managerial staff and non-managerial staff. Performance appraisal is mainly used as tools to access the individual's competency, potential and performance and based on these factors increments; compensation reviews and promotions are affected. It improves the performance of the employee so that he performs well in future. Coromandel International Limited has a very good performance appraisal system through which their performance is evaluated and compensation is awarded. MANPOWER PROFILE Grade / Band Mg08 ( VP ) BAND – 1 Fertilizers 1 1
48 Mg06 (AGMs) Mg05 ( Sr.Mgrs) Mg04 (Mgrs) BAND – 2 Mg039( Dy. Mgrs) CF3 ( Asst. Mgrs) CF2 (Sr. Officers) Cf1 ( Officers) BAND - 3 Total MS MT / FT’S Exec Tr NMS / SS Total 11 10 34 55 53 33 6 4 96 152 1 1 424 578
WELFARE FACILITIES: Management makes the welfare policies at the plant and the welfare programmes are executed to the workers through their union. The union nominates its members and negotiates about modalities of execution of welfare programmes. The following are some of the welfare facilities provided to the employees: 1. Drinking Water: Drinking water facilities is provided to the employees in and around the plant. There are about 20 drinking water points at suitable places for supply of wholesome cool drinking water.
The clubs organize various cultural and entertainment programmes for recreation of its members and their members. Every month company spends 4.for CRC and RS. Transport: Coromandel International Limited provides subsidized home transport to the employees. Rs. Company operates almost 6 routes of Vizag in all the shift timings. and Coromandel club for managerial staff. Mobile and non-mobile canteen services are provided round the clock. SAFETY AND ENVIRONMENTAL FACTORS: Coromandel International Limited has given safety as the prime importance. The subscriptions of the clubs are Rs. 5. 40/. These are some other important welfare facilities provided by the company.is recovered by the management per month from the employees salary. The company also provides facility for house loan. 30 first aid boxes are located at various locations and around 33 numbers of managerial and non-managerial employees are trained in first aid in the factory during the year. 15/. educational allowance for employee children. First aid: Coromandel International Limited provides first aid and medical facilities to the employees. Recreational facilities: Recreational facilities at Coromandel International Limited are organized through two clubs.49 2. consumer stores. and sick leave and bathroom facilities. 5/. Senior manager takes care of the implementation of safety measures in the plant.for CC per month. Ambulance rooms' works around the clock and a full pledged medical officer is provided by the management. 3. He . 4. maternity leave. Canteen: Canteen facility is also provided and in each shift at a time 60 to 70 persons can be accommodated.5 lacks approximately on canteen and the food is ordered on subsidized rates. which are Coromandel recreation centre for non-managerial staff.
slogans. Coromandel International Limited adopted a policy of "safety to take precedence over expediency of jobs". 40 lacks per year for providing safety measures. PERFORM his or her task to ENSURE total safety. contractors and neighboring communities. mask. It is the obligation of every employee to KNOW safety rules. REACT positively to emergency property. The following is the safety policy at Coromandel International Limited Safety policy: It is the policy of the company to achieve high standards for professional safety and create healthy work environment for its employees. helmet. health and environment and is named as SHE department. WARN others of unsafe conditions. All the employees at Coromandel International Limited are provided with personal protective equipment like safety shoes. The company has so far achieved one million safe working man hours record 28 times. three consecutive safe million man hours 4 times.50 imparts safety education through posters. two consecutive safe million man hours 8 times. The company spends nearly Rs. fire protective clothing etc. The company has formed a separate department for safety. The company maintains an excellent safety records and achieved many national and international awards. . Management has the responsibility to conduct its activities in a manner to ensure the above objectives and maintain a safe and healthy work environment. FOLLOW safety procedure. and safety training on continual basis.
The following is the environment policy of Coromandel International limited. • Creating employee awareness for making environmental protection an Continually improving our environmental performance.51 Coromandel International Limited has also exhibited a keen concern towards the control of environmental pollution.000 trees have been planted so far covering an area of 20 hectares at a cost of 20 lacks approximately. • Establishing and maintaining an environmental management system in Achieving a high degree of efficiency in consumption of inputs and Reducing dust emission into atmosphere. Nearly 60. Increasing greenery in and around the plan Conserving resources through minimized waste generation and compliance with good business practices and legislative requirements. The total money spent on pollution control related to equipment till recent times amount to 28 Crores approximately. Environment policy: It is committed to optimizing the interests of the stakeholders in our business while simultaneously protecting the environment by prevention of pollution and by. which is CITU. Its corporate responsibility does not stop with merely . Coromandel International Limited has only one trade union. • energy. SR activities: Coromandel International Limited’s business interest is not limited to commercial profit alone. integral part of work culture and • Thus the company provides safety and environmental factors to the employees and it also maintains good relations with the workers hence there is no union problem in the company. and it has no political interference but the leader of the union is a political party member who is an outsider and others are the employees of the company. • • • through promoting recovery recycle and reuse. 90% of the non-managerial staff is the members of the union.
such as providing drinking water to villages. and has contributed generously to several social causes. Fixed assets other than leasehold land/improvement. if any used are not stated in the valuation. when covered by foreign exchange contracts and at year end rates in other assets. 3. free notebooks. Displaying conspicuous social responsibility. Depreciation on Fixed Assets: Depreciation has been provided on straight-line method. helping in the government's mid-day meal scheme. The significant accounting polities followed by the company are stated below. Fixed Assets: Fixed Assets are shown at cost or valuation less Cost comprises the purchases price and other attribute Office The depreciation. fans and computers to government schools. . pulse polio programmes for children. expenses. it associates with various community development activities in the villages around its facilities. based on a valuation by an approved value. scholarships to meritorious students. ACCOUNTING POLICIES The accounts have been prepared primarily on the historical cost convention and in accordance with the mandatory accounting standards. indices. free health / blood donation camps for villagers. Depreciation on assets revalued as at 31st March 1991 is provided on the basis of the residual technical life as ascertained by the value. construction of additional classrooms for poor schools. The company constantly seeks out avenues where it can help the community. Foreign Currency Transactions: Transactions made during the years in foreign currency are recorded at the exchange rate prevailing at the time of transactions. etc. 2.52 increasing shareholder value. equipment. certain vehicles and roads had been revalued on 31st March 1991. Assets and Liabilities related to foreign currency transactions remaining unsettled at the year end are translated at contract rates. veterinary camps for cattle. 1. furniture fitting. Leasehold hold is being amortized over the lease period. The company has a stakeholder base that goes far beyond its shareholders.
50. 5. '80. direct wages and appropriate overheads. Other inventories are valued at lower of cost and net realized value. Inventories: Stores and spares are valued at monthly weighed average cost. The method of determination of cost of various categories of inventory is as follows: Raw Material – First in first out method. .. RECORDS Coromandel has constantly taken up modernization and up gradation programs. 7. Goods for resale – Weighted average cost. and '92 has helped to increase the volume of production form the original level of 2. Subsidies: Credit for Government subsidies has been taken on the basis actual sales made by the company. Sales exclude amount recovered excise duty and sales tax.000 Mt per annum with a considerable gain in energy and material usage efficiently over the years. 6.53 4. The various projects include primary reformer revamp phosphoric acid plant de bottle necking molten sulphur for loading facilities at berth and atmospheric storage tank ammonia handling etc. Revenue Recognition: Sale of goods recognized at the point dispatch to customers. Sundry Debtors and Advances: Specific debts and advances identified as irrecoverable and doubtful are written off or provided for respectively.000 Mt per annum to the current level of 3. Finished goods and work – in – process – Weighted average cost of production which comprises of direct material costs. Cost includes purchase cost and attributable expenses. Investments: Investments are valued at cost of acquisition and related expenses. Dividend income from investments is accounted for when declared. The modern programs undertaken by the company during the year '75.38.
Coromandel has been an active partner of the Indian farmer in the field. FINANCIAL STATEMENTS COROMANDEL MAJOR COMPETITORS . which ensure nitrogen availability to the crop over a longer duration of time. Coromandel introduced a branded product Gromor. Gromor in a short span of time established itself as a popular brand where and entire generation of farmers has grown up with it in a number of sates using it wide variety of crops. Coromandel vision had started playing a vital role in the resurgence of Indian Agriculture. ROLE OF CIL IN INDIAN AGRICULTURE: From the very beginning Coromandel proved to be a boon to the Indian farmers. helping him in his efforts to produce more from small land holdings and played a crucial role in assisting India achieve selfsufficiency in food grain production. Ever since the production commenced in 1967. It brought to India the world-class production facilities with a new generation of fertilizer products. Gromor 28:28:0 is one of the best of its kind in the world. It is the first in the world to produce high analysis NP complex fertilizers in the highest 1: 1 ratio. energy and environment since inception largely due to progressive policies of the company with regard to Labour management. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial.54 Coromandel has enjoyed excellent track records in production and industrial relations. This was implemented when most of the fertilizer products available in India were not balanced in nutrient contents. It has unique granule configuration where in a urea prill at the centre is coated with ammonia phosphate. which is a high analysis NP complex fertilizer. Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare.
. National Energy Acid Plant at Vizag. The FAI Best Video Film Award – 2006 for the film on ‘Gromor Sulphur’ National Award (1st Prize) for House Journal – 2006 from The Public for the 5th time.55 o o o o o o o o o o o o The Fertilizers and Chemicals Travancore Ltd (FACT). (HLL) Indian Farmers Fertilizers Co-operation Ltd (IFFCO) Madras Fertilizers Ltd. (PPL) Rastriya Chemical and Fertilizers ltd. (GFCL). (RCF) Southern Petrochemical Industries Corp Ltd. New Delhi. • International Fertilizer Industries Sectional Contest. (SPIC) Zuari Agrochemicals Ltd. (GSFCL) Hindustan Lever Ltd... (OCFL) Awards & Accolades: • The FAI Best Production Performance Award – 2006 for the Phosphoric Award for 2005-06 Best Energy Conservation in the Fertiliser sector by Vizag Plant on December 14 2006.. received for ‘The Voice’ ( house journal ) for the 2nd consecutive year. (GNFCL) Gujarat State Fertilizers Company Ltd. (ZAL) Osklal Chemicals and Fertilizers Ltd.. • Minimization at Source and Adopting Cleaner Technologies’ for 2001-02. • Relations Society of India. (MFL) Pyrites and Phosphates Ltd... Godavari Fertilizers and Chemicals Ltd. New Delhi received by Marketing Department (Fertilizers ) for the film “Cheetah” (Helping Hand) • British Council ‘Five Star’ rating for Safety Management System in First prize for safety.. • FAI award for ‘Environmental Protection in NP/NPK Fertiliser Plant Category’ for 1995-96. • National Award (2nd Prize) for Video Film – 2006 from The Public Relations Society of India. Gujarat Narmada Valleys Fertilizers & Chemicals Ltd. • received • Conservation Day. among the 162 fertilizer companies in the Andhra Pradesh Pollution Control Board’s award for ‘Waste 1998. ...
Jawaharlal Nehru Award for Pollution Control and Energy Conservation.Arthashastra . • other institutions like AP Pollution Control Board. The group has. then you shall not. "The fundamental principle of economic activity is that no man you transact with will lose." . professionally managed conglomerates in India. maintained its salience with leadership in its chosen lines of business.56 • Adjudged one of the ‘Ten Greenest Companies in India’ by a joint Several other awards from the Central and State Government and survey of Tata Energy Research Institute and Business Today magazine. The group has always been discharging its responsibilities to the satisfaction of all its stakeholders as summed up in its guiding philosophy. over the decades. MURUGAPPA GROUP The Murugappa Group is one of the largest family-promoted. • Received a Commendation Certificate for "Strong Commitment to HR Excellence" from the Confederation of Indian Industries (CII).
57 CHAPTER-IV THEORETICAL FRAME WORK .
though unfortunately no single definition has found universal acceptance. employees or by any social or charitable agency. The purpose of Employee welfare is to bring about the development of the whole personality of the workers to make a better workforce. efficiency. which may be established in. The Oxford Dictionary defines labour welfare as “efforts to make life worth living for worker” Chamber’s Dictionary defines welfare as “a state of faring or doing well. Welfare measures may be introduced by the employers. prosperity. New welfare measures are added to the existing ones from time to time. economic betterment and social status.” The ILO report refers to labour welfare as “such services. facilities. and amenities. . OBJECTIVES OF EMPLOYEE WELFARE: • • • To provide better life and health to the workers To make the workers happy and satisfied To relieve workers from industrial fatigue and to improve intellectual. Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining Employee welfare schemes are flexible and ever-changing. FEATURES OF EMPLOYEE WELFARE MEASURES: • • • • • Employee welfare includes various facilities.58 DEFINITION: Employee welfare has been defined in various ways. or in the vicinity of undertakings to enable persons employed therein to perform their work in healthy and congenial surroundings and provided with amenities conducive to good health and high morale”. enjoyment of health. freedom from calamity. cultural and material conditions of living of the workers. services and amenities provided to workers for improving their health. government.
loyal and satisfied labor force for the organization. and education and recreation facilities for workers’ families help in raising their standards of living. healthy. • • Employers get stable employee force by providing welfare facilities. etc are reduced to a greater extent by the welfare policies.59 BENEFITS OF EMPLOYEE WELFARE: The very logic behind providing welfare schemes is to create efficient. The social evils prevalent among the labors such as substance abuse.5/-per month and now the contributions enhanced to rs. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. Workers take active interest in their jobs and work with a feeling of involvement and participation. The funds were utililsed to meet the funeral expenses in case of an employee’s death while in service . Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. EMPLOYEE WELFARE FACILITIES Benevolent fund society The coromandel employees benevolent fund society was formed with the representation of both employees and employer.management also grants a matching grant to this fund every month.30/-. The important benefits of welfare measures can be summarized as follows: • • They provide better physical and mental health to workers and thus promote a healthy work environment Facilities like housing schemes. medical benefits. This makes workers to pay more attention towards work and thus increases their productivity. Initially each employee used to contribute an amount of rs.
500/.000/. The total members of this society are around 350. Joint secretaries – 2 no‘s. Vice-president.10. The society is being administered by a managing committee consisting of President. 2.25. In the event of death. Secretary. This society was restricted with effect from 01.1000/- The society also extends financial assistance to the nominee of the member who dies while in service by way of a monthly of Rs.The term of the managing committee is for 2 years.000/. .10.000/-each for two children per member recoverable in 24 installments.01. Treasurer The president.per month.2001 with the objectives of promoting mutual help among the members.60 The management also giving matching grant of rs.towards financial assistance to the nominee of the deceased along with funeral expenses of rs. to render financial assistance to the bereaved family in the event of death of any member and to sanction loans towards educational expenses to members children who are pursuing certain specified courses to the tune of rs.to the nominee of the employee who dies while in service towards financial assistance.15.1000/- The management makes a matching grant of rs.towards financial assistance to the nominee of the deceases along with funeral expenses of rs. the society pays an amount of rs.000/. vice-resident and treasurer of the society are nominated by the company and the secretary and joint secretaries (2nos) are nominated by the employees’ union.
treasurer.recovery in 72 installments . Financial assistance to 4 death cases.50/. The turnover of the society at present is rs. secretary.10/- The total turnover is Rs 1. Society started in the year 1971and the total members at present is 416 The admission fee of any employee ( member) is Rs.crore Society grants the following loans Medium term loans of rs. 15 retirement cases are during 2007-2008.as retirement gift to the member.11. Company provided all infrastructures with computer within the premises of the company.61 In case of retirement of a member.I. provided C.3000/. 3 directors.L EMPLOYEES CO-OPERATIVE CREDIT SOCIETY: The executive body of the co-operative society consists of representatives from both nm and m-employees Society executive body consists of president. 10/- The minimum shares of any member is rs.00lakhs and the total members availed loans are 72 members.50. the society pays rs. vice-president.1.@ Rs.000/.
500/.per annum Rs. the society sanctioned 335 (short term and medium term) loans to its members amounting to rs. From time to time under various long term settlements the advance was being revised as follows: Amount year Rs.60.per annum - 1983 1986 1989 . This scheme was introduced mainly to meet the expenses in connection with any festival falling during the calendar year. The advance is free of interest and will be recoverable in 10 monthly installments.62 Short term loan of 2 basics recoverable in 18 monthly installments The recovery of the loans is effected through salary deduction Society pays 8% of interest on thrift amount and dividends every year to its members From April. 300/. FESTIVAL ADVANCE – NON MANAGEMENT STAFF: The scheme was introduced during 1983. 2007 onwards.per annum Rs.0 lakhs.1000/.
After resuming the duty.5000/.per annum Rs.63 Rs.04% of employee salary) borne by the company. Entire premium (0. Policy coverage Leave salary during accident period 24 months salary in case of accidental death Employee who met with an accident outside has to submit a intimation form to hr p & w section under intimation to factory medical officer for.per annum 1995 1998 2001 to as of now Festival advances given to the employees during the year 2007-2008 are 219 Total expenditure incurred during the year 2007-2008 is rs. employee has to submit claim which will be forwarded through accounts department to insurance company. .1500/. Onward transmission of the same to insurance company.10lakhs.per annum Rs.2000/. GROUP PERSONAL ACCIDENT POLICY: Employees who have been excluded by virtue of their salary are eligible under this policy. Covers accidents round the clock whether on duty or off-duty.10.
3 pairs of uniforms being issued to all employees every year during march/april. NON MANAGEMENT EMPLOYEES-MATERNITY BENEFIT SCHEME The scheme was introduced during 1991with the special discounts obtained from insurance policy.000/. For waiters and drivers an addition white uniform of 2 pairs will be provide. The total members covered under this scheme are 90. employee leave will be credited back to his account. of gap claims settled during the year 2007-2008 is 15.64 On settlement of the claim by the insurance company. The amount payable to the member as under: o o For normal delivery For cesarean : rs. The member can avail this facility only after 10 months from the date of admission into the scheme.3900/: rs. .per year. which will be deducted from the salaries of the members every year during April or as and when application is submitted to.hr department. The no.per annum WELFARE AMENITIES –UNIFORMS & SHOES: Common uniform to all employees of the plant. The expenditure on this account will be around Rs. The scheme is applicable to nm employees only.4800/- The settlements during the year-08 – 12 nos. For welders and wharf employee’s full slaves cloth will be provided. The membership fee is rs. A member can avail this facility two times in his service.45.120/.
1000/-. Visakhapatnam branch.and one soft towel per year will be provided to all employees of cafeteria. . For the year 2008.2100/-. Per pair. Total expenditure during the year2007-08 are rs. SHOES: Employees working in administration will be provided one pair of executive shoe worth rs.11.700/.4. Total no. Total expenditure during the year2007-08 is rs.50 lakhs.1000/-. Total cost per employee on uniforms & reimbursement of stitching charges to around rs.per 3 pairs was reimbursed.65 Aprons 3 nos. Reimbursement of stitching charges in line with market rates.00 lakhs GROUP SAVINGS LINKED INSURANCE SCHEME: The scheme was introduced in 1991 for coverage of nm employees under an insurance policy with life insurance Corporation of India. an amount of rs. All other employees working in field/process plants will be provided with two pairs of safety shoes which costs around rs. of pairs issued during the year2007-08 are 96 pairs.
10/. Company will prefer claim with LIC for those who have completed five years of service and the proceedings of the claims will be given to the employees.will be for savings and rs. The new joining will be added during December of every year into the policy.50 during 1995 The entire premium is borne by the company From the premium of rs. During the year 2007-08.30.for life policy. All the confirmed non-management employees are covered under the policy. PRODUCTION INCENTIVE SCHEME: The production gift was introduced during 1989 for achieving 3. life insurance Corporation of India settled 29 claims in respect of retirements / resignations / death.25/.and it was revised to rs. the savings amount with interest thereon will be paid to the employees.15/. an amount of rs.27.25.000 tones of production.27.50.rs. 000/.+ savings + interest thereon will be paid to the nominee of the deceased.66 Initially the monthly premium per employee was rs. Subsequently the scheme was modified and the amount was paid based on the phosphoric acid production. . In case of withdrawal from the policy due to resignations and retirements. In case of death of the employee while in service.
The total amount paid towards production incentive is rs.110% .67 During the year 2003.115% . In addition to this one trucker with a seating capacity of 12 seats used for transshipment of employees. management entered into an agreement with the union for a period of 5 years. four buses in general shift and four buses in rotating shifts through contractor. The main features are as follows: o o o o o o o 5 year settlement . WELFARE AMENITY – STAFF BUS TRANSPORT: Company is running 8 buses with a seating capacity of 260 in all viz.105% .10 lakhs.prorate . .100% .91. 2008.nil . Prospective settlement Tripartite settlement Direct linkage to business plans Directly proportional to attendance Accelerated attendance incentive Ineligibility for individual & collective disciplinary record Predetermined pay dates The percentage of incentive will be linked to attendance of the employee in the preceding calendar year as follows: o o o o o o o 149 and below days 150 to 230 days 231 to 240 days 241 to 250 days 251 to 260 days 261 to 270 days 271 & above days .120% For the year ending 2007-08 the incentive was paid on 25th April..
Bus inspection committee (comprising of safety officer. Management staff Non-management staff - 70 260 Company charges Rs. dedication day celebrations etc.68 All put together these buses travel around 1200 km per day.72. The farthest pickup / dropping point is around 35 kms away from the plant. Independence Day celebrations.per month only from employees who are utilizing company bus transport. All employees of the company are eligible Employees with one child will be given a lump sum amount of rs. Total expenditure is around rs.1000/- . get-togethers.00 lakhs per annum About 330 employees are utilizing bus transport facility. FAMILY PLANNING INCENTIVE: The scheme was introduced in 1985. The buses also being utilized for schools/ market trips/ movie trips for residents of the colony as well as for other company organized functions such as picnic. welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any.15/.
7000/- Total employees availed during the year 2007-08 – 12 nos. spouse and dependent children up to 3 nos) Total no.. Married son / daughter is not entitled to avail this facility but they cannot include their dependent parents subject to overall premium eligibility and premium in respect of parents will be borne by the concerned employee.00 lakhs and any excess coverage’s will be deducted through salaries in four monthly installments.750/- Apart from the above 4 days special leave will be granted to the employee who under goes the family planning operation. This scheme is renewed during December every year The premium eligibilities are as under: .of persons covered ( employees & their family members) during the policy period 2007 –08 are 2063 Total premium was directly paid by the company on behalf of the employees to the new India assurance company during the year 2007-08 is 18. The average expenditure per annum will be around rs. Welfare amenities – Health insurance: Mediclaim facility is provided by the company to all NM employees as per its terms. The maximum policies allowed per employee are 5 ( self.69 Employees with two children will be given a lump sum of rs.
kidney transplantation. . For employee’s spouses below the age of 45Years. For employees and their spouses who are 56 and above years of age. The above premier eligibilities are calculated after 10% family discount and adding 5% surcharges. the premium Eligibility is rs. in terms of clause 12(b) of lts-1995. Management at its sole discretion may reimburse medical assistance to employees undergoing treatment for major ailments such as heart surgery. in the above two cases. and dependent children ( maximum of 3)there is no restriction towards minimum Policy coverage and the premium eligibility is Rs.70 For employees below the age of 45 years the Premium eligibility is rs.each and they have to take policies equivalent to premium.600/. All management staff members are covered under group mediclaim policy. the management extended financial assistance to the following members. This year (2008). the premium eligibility is rs. cancer etc. However.600/-.1110/..each and they have to take Policies equivalent to premium. but below 55 years. the employee should take a higher coverage of mediclaim for Self than his spouse/children. For employees and their spouses above the age Of 45 years.each.1260/.
71 o o o Mr.j.rambabu, Mr.g.yesudas Mr.p.sanjay - heart surgery - heart treatment - kidney transplantation
SERVICE EMBLEMS FOR NON MANAGEMENT-STAFF:
The company introduced a scheme during 1981 with a view to recognize and appreciate the long service with the company.
3 grams gold coin will be presented to an employee on completion of every 5 years of service. The gold coins will be procured from Tanishq. However, for employees who have joined on or after 1st January, 1996 the first gold coin will be presented only after completion of ten years.
A relaxation of 6 months period for below 30 years service and one year service for above 30 years service will be given in case of retirements.
During the financial year 80 gold coins were presented to the employees through their head of departments.
LONG SERVICE AWARDS FOR MANAGEMENT-STAFF:
Effective 10th December 2003, long service awards were introduced for management staff.
Completed service will be reckoned as on 30th June every year,
Silver item will be presented to the management staff as per the following:
o o o
On completion of 25 years On completion of 30 years On completion of 35 years
- 250 grams silver item - 375 grams silver item - 500 grams silver item
WORKMEN’S FURTHER EDUCATION:
The company introduced a scheme in April 1998 to encourage the employees to equip themselves with a professional degree/post-graduation to improve their knowledge further.
According to this, if any employee pursues a professional course in engineering, i.e., BE/ B.TECH / AMIE after joining the company, he will be awarded two additional, increments in his grade, after submitting the necessary pass certificate from the university.
While continuing to grant two additional increments in the respective grade, the company made certain improvements in the above scheme in February 2002. They are:
Apart from granting special leave to the employees who represent the company in the state level tournaments or murugappa group tournaments, the company introduced cash awards as a sort of encouragement to the talented sports personnel of the company during February 2002. The winners are given cash awards as follows.
Single/ Double events - Rs.1, 000/- per each title
- Rs.250/- per each participant
- Rs. 250/- each to all participants
Similarly, the employees who participated in cultural events and represent the company are given special leave for the days of his absence from duty.
SPECIAL LEAVE FOR THE ACTUAL EXAMINATION DAYS:
Reimbursement of examination fee and tuition fee up to a maximum of rs.2,500/- for each academic year after production of fee receipt after passing the examination.
Total employees availed under the above scheme from April, 2007 onwards, 8 employees availed the grant @ rs.2500/- each.
Medical reimbursement facility is provided by the company to all the non management employees per year as under: S1 to s4 and c1 S5 and c2 S6 to s7 and c3 Cf1 to mg6 - Rs.12,500/- Rs.13,150/- Rs.13,500/- Rs.15,000/-
The second time vehicle loan of rs. .interest chargeable is 6%. 22 permanent employees are working in cafeteria.will also be given to all the nm employees between the gap of 6 years.25% and above rs. Any employee who wishes to obtain a loan of rs.75. the company will provide a differential rate of interest.000/.000/.000/. 3 employees availed this scheme from april-2007 (amount sanctioned rs.1.00.000/.25. For rs.000/.@ 5% and rs. Good dining hall with a seating capacity of 224 with music system and centrally air conditioned.75 lakhs) VEHICLE LOAN: Vehicle loan of rs.is provided to nm staff.184.108.40.206.60 lakhs) Up to rs.000/.25.74 An amount of rs.from any financial institution.000/. 26 employees availed this scheme from april-2007 (amount sanctioned rs.6.2.interest chargeable is 4.@ 6% will be provide by the company to the nm employees.000/. CAFETERIA: Highly subsidized canteen facility to all employees.30.1.will be given to all nm employees.
chutney / pickle.10/.20/. Canteen managing committee consists of 4 persons from management side and 4 persons from employee’s side meet once in a month to review the quality.15 to 12. Sweet will be served (except holidays and Sundays) to all employees with lunch @ rs. Biryani (veg + nv) with ice-cream is being served on monthly once. from time to time..13/. one gravy curry or dall sambar / rasam.00 pm to 7. Pakoda / mixture & biscuits are being served in evening shift. Management contribution on sweet is rs. Mutton / chicken / fish / egg curries are served throughout the week except Saturday.8/. one fry curry. etc.and total cost per sweet is rs.15 & 12. will be served in lunch and dinner.00 for lunch and 7. butter milk. hygiene.with prior reservation.75 350 to 400 employees are availing lunch / dinner facility at cafeteria. .30 to 1. Rice.30 pm for dinner.1/. Idly / vada / semiya bath are being served in breakfast.9/-. chapatti.to those employees who don’t avail lunch with sweet thought the month. Dining hall timings are 11.for m staff and rs. menu. Lunch benefit allowance @ rs.for nm staff and @rs. curd and pappad. salad.
MEAL NON-VEG MEAL OT BREAK FAST 2.00 2.00 6.13 lakhs per month (2%).00 0.00 8.0.37 lakhs per month (98%) and employees share is rs.15 0. 4.00 46.85 5.5% 97% 95. Employer share of subsidy is rs. 5.85 4.15 0.50 4.76 Total expenditure on food to the employee’s approx rs. 11 COFFEE / TEA IDLY (2 NOS) VADA (2 NOS) UPMA SNACKS BISCUITS SWEET ICE-CREAM VEG. Employees working in the process plants.50 25.50 lakhs per month. 2. 6.NO .00 5.00 12.00 0.70% 97. ITEM ITEM COST CHARGED TO EMPLOYEE COST TO COMPA NY SUBSIDY % 1.6.25% 97.85 8. 7.50 24.15 0.15 1.50 6. 8.15 0.10 0.6. all cafeteria items will be served at the work places SL.35 5.88% 88.75 0. 9.25 12. Employees staying for overtime work will be served break-fast / snacks / meals / coffee / tea without any charges.40 3.00 1. 3.00 9.00 3.50% 88.40% 98.85 3.00 7.40% 100% CONTRACT WORKMEN CANTEEN: .35 45.25% 97. 10.00 96% 96.65 0.
Idly / poori are being serviced in breakfast menu. Presently we are receiving services from M/S BALAJEE CATERERS. and curd will be served in lunch and dinner.30 to 12. water.77 Highly subsidized canteen facility to the contract workmen. . 450 to 500 contract workmen are availing lunch / dinner facility at cafeteria only bagging contract workmen are availing dinner facility.50 lakhs per month. Contract canteen run thru a private vendor.15 for 1st shift workmen & 12. Total expenditure on contract workmen canteen approx rs.45 pm for dinner (only bagging contract workmen). Dining hall timings are 11. one gravy curry or dall sambar / rasam. shed for cooking food and stocking of vegetables and gas will be provided to the vendor.00 for general shift workmen lunch and 7. Contractors / management visit time to time for check the quality of food and hygiene. Power. 40% share born by the contract workmen and remaining 10% share borne by the contractor. Act workmen canteen shares: 50% subsidy borne by the company. Rice. chutney / pickle.2.30 to 1. Good dining hall with a seating capacity of 100 nos maximum.15 pm ti 7.
. G.54 55.60 74.18.vamshi-trustee Mr. ACTUAL (CAFETERIA + CONTRACT Total Contract Year 2003-04 2004-05 2005-06 2006-07 Cafeteria 5007618 4875274 5341233 5710061 canteen 646294.L.1 Under this C.v. G. the employees whose basic salary is below Rs.I.raju – chairman Mr.46 2463361 78.L.sreedhar.000/.I. pf no.3 784659. The above trustees adhere to the rules framed by rpfc authorities.85 expenditur e 5653913 5515345 6125892 6540842 Budget sanctioned 73.5 1201456. K. The trustees under PF no. CIL pension fund no.M.will be covered.Jagadish-trustee Mr.r. P.7 640071.k.srinivasau-trustee The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions.1.4 830780.41 CIL PENSION PLANS There are two pension fund trusts managed by C.1 are Mr.1 2007-08 2008-09 (upto aug08) 2094473 368887.50 60.00 51.26 65.64 6283420 6 7484876 60.48 68.78 CANTEEN CANTEEN) BUDGET VS.16 61.45 24. K.trustee Mr.95 Actual 56.
Bhadram-trustee. Company will also contribute matching grant 12% to the members account. murty –trustee The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions.33% will be contributed to fpf and remaining 3. Mr. A l george – chairman. CIL pension fund for M –staff Under this pension fund 15% of the basic salary of m-staff will be deposited in the pension fund by the company. .L. Mr. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC. P. Mr. A member can contribute 12 % on basic salary to provident fund.18. The trustees under pf are: Mr.trustee.N. The above trustees adhere to the rules framed by rpfc authorities. option will be given to the retired employee to continue the pension/return of the capital. N.will be covered. the employees whose basic salary is above rs.Gv.67% will be contributed members provident fund. On superannuation of the employee. And there after.1/3 commutation will be given to the retired employee. 8.79 CIL PF Under this CIL pf. The total fund amount of m-staff will be deposited in LIC. Out of 12 % .Seetaram.000/.
trustee. . H. welfare amenity – staff bus transport : .V. Kumar .1/3 commutation will be given to the retired employee. P.T.Raghavan Mr.Ganesh . A.trustee CIL PENSION FUND FOR NM –STAFF : Under this pension fund 10% of the basic salary of nm-staff will be deposited in the pension fund by the company. On superannuation of the employee.R.trustee The total members covered under provident fund scheme are 613 employees. K.trustee .sharma Mr.Nagarajan Mr.M.chairman . And there after. option will be given to the retired employee/nominee to continue the pension or return of capital. The total fund amount of nm-staff will be deposited in lic.K.N. The trustees under nm-staff pension fund are Mr. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC.chairman .trustee .prasad Mr. Shanker subramanyam Mr.80 The trustees under M-staff pension fund are : Mr.trustee .george Mr.trustee .sreedhar Mr.G.s.l.
Total expenditure is around rs. .81 Company is running 8 buses with a seating capacity of 260 in all viz. four buses in general shift and four buses in rotating shifts through contractor. All put together these buses travel around 1200 km per day. management staff non-management staff - - 70 nos 260 nos Company charges rs.15/. welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any. Bus inspection committee (comprising of safety officer.per month only from employees who are utilizing company bus transport..00 lakhs per annum About 330 employees are utilizing bus transport facility. The farthest pickup / dropping point is around 35 kms away from the plant. In addition to this one trucker with a seating capacity of 12 seats used for transshipment of employees.72.
82 CHAPTER-V DATE ANALYSIS AND INTERPRETATION .
SUGGESTIONS AND CONCLUSION .83 CHAPTER-VI FINDINGS.
13. 8. 18. 14. 6. 7. 4. 9. 80 percent of the respondents felt happy with their hygienic food facilities The welfare officer is taking lot of interest on employees The doctors and medical staff are timely attended for their duties during the emergencies 15. 12. 3. Among 90 percent of the employers are happy with the welfare facilities in the organization. Drinking water is not a problem in the organization. 2. The organization provides the suitable shelters. The organization is maintain appropriate working conditions Most of the employees (90%) are happy with the safety measures in the organization. Employees are happy with the educational facilities provided by the organization. Majority of the respondents felt happy with their canteen facility The organization provides sufficient urinals and toilets to the employers Appropriate sanitary facilities are provided by the organization The working conditions and work timings are according to the statutory provisions Most of the employees are happy with the hygienic environment at the work place . 10. 90 percent of the respondents are happy with their transport facilities.84 FINDINGS. 19. SUGGESTIONS AND CONCLUSION FINDINGS 1. 17. Employees are happy with their washing facilities Employees full happy with their leave facility in the organization. 5. The organization has good communication system. restrooms and lunch rooms for the employees. The organization provides health insurance schemes to the employees. 16. 11.
uniform. simple random sampling was a technique used for drawing sampling. Employee can have better water 2. The process of study includes a detailed study on the welfare activities in Coromandal. It includes both statutory and non-statutory measures.85 SUGGESTIONS: 1. washing facility. In Coromandal. The sample size consisted of 99 respondents. which influents the satisfaction of employees towards welfare facilities. Visakhapatnam the employees are provided with many welfare benefits. especially the employees are not willing to wear to safety measures 3. The welfare facilities such as canteen facility. I have used a well-structured questionary comprising 20 questions. better administered and well managed organization with properly defined policies. There is need for improvement in the safety measures. Over all from the survey it is found that most of the employees in the organization are satisfied with the welfare facilities provided by the management. The management can provide water purifier of with every water cooler and common drinking water taps. aim and objectives and also time-tested procedures and practices managed by variable competent and enlightened leadership of top executive and other officers assisted by sincere delighted and honest staff work force. nose guards and ear . The Study was conducted to find out the welfare facilities provided in the organization. There is need for improvement in the canteen facilities for workmen CONCLUSION: Having studied the organizational set up and functioning of various in general and working of the personnel department in particular I am pleased to place on record that the Coromandal is well organized.
recreation. cooperative and housing facilities to motivate the employees and improve their performance. The organization has provided an excellent medical. transport. . canteen facility and washing facility provided by the organization are good. The drinking water facility.86 clips also medical expense reimbursement has been appreciated by most of the employees in the organization.
Gulf Pub Publishing . Boley.W.. A guide to Effective Industrial Safety. J.87 ANNEXURE – I BIBLIOGRAPHY BIBLIOGRAPHY 1.
Himalaya Publishing House.S. 3. Sarma. M. Essential of Human Resources Management & Industrial Relations. Rastogi Publications.Subba Rao.. Management of Personnel in India Enterprisers. Delhi. R. 1965 4. 1980.. 1974. Asia Publishing House..C. Chatterjee. Calcutta. Mumbai. A.C. 1967 5. Saxena.. Labour Problems and Social Welfare. . Gupta Printing Press. Himalaya Publishing House. Allahabad. Social Work and Social Work Education. G. 1996 7.B.. Bombay. Allied Book Agency. Kitab Mahal. 1997 8. Labour Problems and Social Welfare in India. G.88 2. N. Mumbai. Mamoria.N. P. 1966 6. Meerut.. Hallen. Aspects of Labour Welfare and Social Security. Dynamics of Social Security.M. Gore.
89 ANNEXURE – II QUESTIONNAIRES .
(c) Dissatisfied (d) Can’t Say [ ] Adequate drinking water facilities are provided by the management.90 QUESTIONNAIRE ON LABOUR WELFARE MEASURES AT CIL NAME GENDER AGE EDUCATIONAL QUALIFICATIONS DESIGNATION : : : : : 1. (a)Strongly agree (b)Agree (c) Some what agree (d) Disagree [ ] 3. Are you satisfied about the Hygienic conditions of working place (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 5. (a) Satisfied (b) Average 2. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 7. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 6. Opinion about the Medical facilities in the Coromandel. Are you happy with the canteen facilities a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] . How do you feel about the Sanitary facilities in the Coromandel. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 4. Your opinion on the Transport facilities in the Coromandel. Are you satisfied with the working facilities provided by the Coromandel.
. [ ] 17.The Coromandel provides leave facility according to statutory provisions. The canteen items are provided to the employees with subsidy price.Are you satisfied about the work timings of the Coromandel. (a) Strongly agree (b) Agree (c) Some what agree (d) Disagree [ ] 11. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] [ ] 16.91 8. (a)Agree (b) Some what agree (c) Disagree (d) Can’t say [ ] 9.Adequate importance given to first-aid facilities in the Coromandel. The Doctors and the nursing staff are available at medical center for service to the employees at any point of time and during emergency a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] 13. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 10.Are you satisfied with Shelters.The medical facilities provides good services to the employees during emergences a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] 12. Opinion about the washing facilities in the Coromandel.Adequate importance given to provide the safety measures at the work place (a)Strongly agree (b) Agree (c) Some what agree (d) Disagree. rest rooms and lunch rooms provided by the management a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] 14.The Management provides health insurance and accidents benefits to the employees a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] 18.The Educational allowance provided to the employees are adequate. a) Strongly agree b) Agree c) Disagreed d) Strongly disagree 15.
Are there provided with adequate urinals and toilets for the employees? a) Strongly agree b) Agree c) Disagreed d) Strongly disagree 23.92 (a) Agree (b)Some what agree (c) Disagree (d) Can’t Say [ ] 19.Are you satisfied the pattern of attendance followed in the Coromandel.How Effectively welfare officer taking care of your welfare a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ] 22. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] [ ] .Your perception on the total welfare amenities in the Coromandel.Opinion about the communication process followed in the Coromandel. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 21. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] 20.
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