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.
Some of the limitations of the study are as follows. Time was a constraint for the study.
LIMITATIONS OF THE STUDY
Every study is conducted under some limitations. Some of the information was not available due to the confidential matters. executives and others were busy the study was primarily focused on secondary data. So they could not afford give full information.
. Since officials.4
SECONDARY DATA: The secondary data is from various publications on personal management labour welfare and annual reports of Coromandel International Limited.
During the project period most of the staff members are busy with auditing and other works.
REVIEW OF LITERATURE
REVIEW OF LITERATURE
2. and controlling human resources for effective achievement of organizational goals. maintaining.1 EMPLOYEE WELFARE – DEFINITION Employee welfare means “the effort to make life worth living for workmen”. 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
Human Resource Management is the process of procuring. This project is focused on employee welfare measure and employee morale.
drama. roads. audio visual education. etc
3) Welfare Amenities • • • • • • • Provision and care of drinking water Canteen services Lunch Rest room Crèches Cloak rooms Other amenities
2. gardens. gymnastics.1. lecture programmes and Workers educational scheme and its working
4) Economic Services • • Employees’ co-operative societies Grain shops and fair price shops and
.washing and repair of buildings and workshops Care and maintenance of open spaces. etc) Social and cultural recreation (music. singing. dancing.7 • • Cleanliness. white.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. games. etc)
3) Workers education • • • • Education to improve skills and earning capacity Literacy Library.
8 • Housing co-operatives
5) Housing for employees and community services
somewhat related to esprit de corps. hours of work.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. and safety rules effective leadership and an intelligent distribution of authority and responsibility in the organization
. 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.1. enthusiasm or zeal.4 FACTORS AFFECTING MORALE According to McFarland. Good morale is evidenced by employee enthusiasm.2 EMPLOYEE SERVICES AND BENEFITS These are concerned with the process of sustaining and maintaining the work force in an organization. voluntary conformance with regulations and orders.1.1. 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.Fippo has described morale “As a mental condition or attitude of individuals and groups which determines their willingness to co-operate. 2.3 EMPLOYEE MORALE . working conditions.DEFINITION According to Yoder “morale is a feeling. including pay.
dependability and resistance to frustration. one’s job. 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.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. “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. enthusiasm. loyalty. jealously.10 • • the design of the organization’s structure which facilities the flow of work and The size of the organization. bickering. The “Hawthorne” studies of 1930s seem to support this view. is described by such words and phrases as apathy. disloyalty to the organization. there are some who assert that high satisfaction leads to high performance. According to McFarland.
2. on the other hand.
. fighting. disobedience of the orders of the leaders. 2. First.6 TYPES OF MORALE Morale is generally referred to as high morale.5 CRITERIA THAT DETERMINES MORALE Several criteria seem important in the determination of levels of workers morale. or lack of interest in.1. and laziness. as do findings of other studies. pessimism. Low morale. dislike of. zest.1.1.
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. misconceptions should be removed. Vroom found significant relationship between morale and performance in only 5 out of 22 studies undertaken by him. like building a radio. it is essential to change the policy or to correct it immediately. Third. 2. because most people experience satisfaction by accomplishing more tasks.1.11 Second. Lyman Porter and Lawler say that satisfaction results from high performance. a reasonable attempt should be made to educate and convince the employees. In the first place. and they may have contempt for one who refuses to admit his mistakes.
2. For example.1. Employees do not lose their respect for the boss who admits his mistakes but they cannot respect one who makes too many. still others claim that there is no consistent relationship between morale and performance. Second. Third.9 IMPROVING MORALE A three-fold action may be initiated. and the correct position should be explained to the employees. or clinching a sale.
. others take an opposite view.
Vol.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
Preserving Employee Morale during Downsizing
Karen E. 83–95 Mishra propose a four-stage approach to downsizing. and any affected government agencies. gleaned from interviews and surveys that will retain workers' trust and sense of empowerment. The implementation of all the above. Be their greatest advocate. Stand behind your employees. The company should consider all stakeholders' needs — survivors. Management should communicate frequently and be open and honest. local and national press. • • • • • • • 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. Mishra Topic: Human Resource Management and Industrial Relations Reprint 3927. Mishra. 2006
The following are the ways to boost the employee morale. How to Boost Employee Morale By Betsy Gallup April 9. pp.12 2. 2. No. the community.
. Spreitzer and Aneil K. is the most important. 39. laid-off employees. Gretchen M. winter 1998.
Employee Welfare By Regina Barr Employee Welfare program is based on the management policy which is aimed shaping perfect employees. 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. Applications of merit system or work performance system as the basis for employee rewarding.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. 3. 5. 4. 2. Therefore the concept of employee welfare includes to aspects namely physical and mental welfares
1. Providing the retired employees with the old age allowance. It is essential that your incentive program will actually inspire and motivate them to work efficiently and not just be competitive with each other. 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. Improvement in health security for the employees and their families so that they can work confidently and productively. 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.
2.3 DIAGRAMATIC REPRESENTATION OF THE STUDY
Effect of welfare measure on morale
INDUSTRY PROFILE AND COMPANY PROFILE
Coromandel Internationals Limited
This surplus has been facilitated by the use of chemical fertilizers.27 100. The large scale use of chemical fertilizers has been instrumental in bringing about the green revolution in India.65 30.69
. Numerous committees have been formed by the Indian government to formulate and determine fertilizer policies. about 72 of them. The following table elucidates the installed capacity of each sector. During this period the first Single Super Phosphate (SSP) factory was established in Ranipet in Chennai. private and co-operative. Bihar and the Fertilizer & Chemicals Travancore of India Ltd in Cochin. It had a capacity of producing 6000 MT annually. The remaining 20 fertilizer plants manufacture complex fertilizers and DAP.08 7. The dramatic development of the fertilizer industry and the rise in its production capacity has largely been attributed to the favorable policies.59
Percentage Share 44. nitrogenous and complex fertilizers.73 29. No N 1 2 3
Sector P Private Sector Public Sector Total
Capacity (LMT) N 53. The fertilizer industry in India began its journey way back in 1906. At present there are 57 large scale fertilizer units. In fact production has gone up to an extent that there is scope for the export of food grains. The Indian government has devised policies conducive to the manufacture and consumption of fertilizers.
Sl.61 P 35. This has resulted in large scale investments in all three sectors viz.27 100. public. while 13 of them produce Calcium Ammonium Nitrate and Ammonium Sulphate.0
Cooperative Sector 31. 29 of these 57 units are engaged in the manufacturing of urea.33 17.13 4. The adoption of back to back Five Year plans has paved the way for self sufficiency in the production of food grains. 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.94 34.98 120. In the pre and post independence era a couple of large scale fertilizer units were established namely the Fertilizer Corporation of India in Sindri.0 62. These manufacture an extensive range of phosphatic.16
INDIAN FERTILIZER INDUSTRY PROFILE India is primarily an agriculture based economy. India has emerged as the third largest producer of nitrogenous fertilizers. Kerala. There are also a number of medium and small scale industries in operation.0 26.13 56. The Indian Fertilizer Industry is one of the allied sectors of the agricultural sphere.
Finance and Accounts. the Indian fertilizer industry is the 3rd largest producer in the world. Movement and Distribution. With the formulation and implementation of investor friendly policies.2007. nitrogen and phosphate.61 LMT of nitrogen (N) and 56. complex and phosphatic fertilizers.17
The Department of Fertilizers is responsible for the planning. This was during the forties and the fifties.11 million MT of nitrogen and 5.Fertilizer & Chemicals Travancore of India Ltd. These successes in the production by the fertilizer companies of India have crowned India the 3rd largest fertilizer producer in the world. The increase in the production of fertilizers and its consumption acts as a major contributor to overall agricultural development.36 million MT of phosphate. As per Government of India records on 31. Fertilizers Projects and Planning and Administration and Vigilance. India witnessed significant growth of the fertilizer industry during the sixties and the seventies. public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar.01. The aim was to create an industrial base that would provide India with self reliability in food grains. Today. large investments poured into the private. These include Fertilizer Imports. Though the soil in India is rich in silt. 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. The installed capacity of urea in India is estimated to be 207. India had an installed capacity of 12. promotion and development of the Fertilizer industry.
. It also takes into account the import and distribution of fertilizers and also the financial aspect. with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous. By 2003. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. It makes an assessment of the individual requirements of the states and union territories and then lays out an elaborate supply plan.52 LMT.59 LMT of phosphatic (P) nutrient. the Indian fertilizer industry has made a production of 120. it lacks chief plant nutrients like potassium. There are four main divisions of the department.
the Indian fertilizer industry is the 3rd largest producer in the world.11 million MT of nitrogen and 5. large investments poured into the private. This was during the forties and the fifties. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. India had an installed capacity of 12. By 2003. Today.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. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. complex and phosphatic fertilizers.36 million MT of phosphate. with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous. India witnessed significant growth of the fertilizer industry during the sixties and the seventies. public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. With the formulation and implementation of investor friendly policies.Fertilizer & Chemicals Travancore of India Ltd.
. The aim was to create an industrial base that would provide India with self reliability in food grains.
The Crop Protection business produces insecticides.15. cost effective and energy efficient manufacturing facility 3. The Company clocked a turnover of Rs. employees. Coromandel is a part of the Rs. innovativeness and creativity. Coromandel is the second largest manufacturer of Malathion and only the second manufacturer of Phenthoate. It should have: 1. customers. financial institutions and government.
. Specialty Nutrients.9668 crores (USD 2. Coromandel manufactures a wide range of fertilisers and markets around 2. reflecting its commitment to the environment and society. Coromandel has also ventured into the retail business setting up more than 425 rural retail centers in the agri and lifestyle segments. recognize and reward initiative. TreatOur people with respect and concern provide opportunities to learn. Modern.21 INTRODUCTION: Coromandel International Limited is in the business segments of Fertilisers. suppliers.9 million tons making it a leader in its addressable markets and the second largest phosphatic fertiliser player in India.2 billion) in 2008-09.14 billion) Murugappa Group. AdhereTo ethical norms in all dealings with shareholders. Coromandel has also introduced a range of Specialty Nutrient products including Organic Fertilisers. Crop Protection and Retail. In its endeavour to be a complete plant nutrition solutions company.907 crore (USD 3. 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. Profitable operations 4. High level of satisfaction to stake holders. fungicides and herbicides and markets these products in India and across the globe. contribute and advance. ProvideValue for money to customers through quality products and services. High quality products and brand image 2.
by continuous organization renewal. ManageEnvironment effectively for harnessing opportunities. benefiting our size. open communication and team spirit a style of operation. but reflecting moderation and humility. consistent with values and benefits.22 MaintainAn organizational climate conducive to trust. GrowIn an accelerated manner.
. DischargeResponsibilities to various sections of society thereby preserve environment.
23 THE SPIRIT OF THE MURUGAPPA GROUP:
every minute of every day. RESPONSIBILITY: We are responsible corporate citizens. We are open and
transparent with each other. We take pride in excellence. We will do this in a manner that befits our size and also reflects our humidity.
. We have a healthy desire to stretch. We provide everyone equal opportunities to progress and grow. 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 earn trust with every action. We believe we can help make a difference to our environment and change lives for the better. PASSION: We play to win. RESPECT: We respect the dignity of every individual. QUALITY: We take ownership of our work.26 INTEGRITY: We value professional and personal integrity above all else. We achieve our goals by being honest and straightforward with all our stakeholders. achieve personal goals and accelerate business growth. We strive constantly to improve and be energetic in everything that we do.
o o o o
Neglecting study based on sales promotion of retail outlets.27
OBJECTIVES OF COROMANDEL
To enable the farmers “grow more” by producing and supplying highly To maximize.
SWOT ANALYSIS STRENGTHS:
• Very long experience in the field of producing and selling fertilizers. • Niche Marketing • Strong promotional attractive • Widespread sales network • Minimum Labour problem • Well-trained employees and good work culture. • Financially strong and firm. • 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
. • Up-to-date technology and continuous up gradation. 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.
investment. Marketing by intermediaries Poor availability of product.
Over the years. 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
• • • •
The heavy competition in fertilizer market.
in the market. Frequent/subsequent changes in government policies. 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.28
• • • • •
Increasing trend in using complex fertilizer areas. 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.
President of CII on 23rd July.Erehwon National Award for Innovation in HR. This recognition was conferred at the CII HR Conclave 2010 by Mr Hari S Bhartia. The process involved a rigorous assessment of Coromandel's HR processes and practices including site visits by a team of CII assessors.
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).2010 at New Delhi. Most Engaged Workforce. 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.
FAI Environment Protection Award for Complex (P2O2) Plant.
FAI Best Production Performance Award for the Phosphoric Acid Plant at Vizag received for the 9th time. Coromandel's in-house magazine.
FAI Best Production Performance Award for Complex (P2O2)Fertilisers for Kakinada Plant.
Ranked among the Top 20 Best Employers to work for by Business Today. Vizag.
National Energy Conservation in Energy Conservation from Ministry of Power.
FAI Best Video Film Award 6th time.
received for the Award for efforts
. New Delhi. for Kakinada Plant.
International Award for The VOICE magazine. received for the 4th time.30
Public Relations Society of India National Award (1st Prize) for The VOICE.
The first Board of Directors was constituted on October 16.50 crores. Charles Dennison. The land. Managing Direct respectively. V K Rao and Raja Rameswar Rao. S C Dholakia.
. 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.I. Prime Minister Jawaharlal Nehru invited the Ford Foundation to carry out a comprehensive study of Indian agriculture and give its recommendations. Dr L Bharat Ram. taken under a 50-year lease from Visakhapatnam Port Trust. J K John. has a private jetty just 5 km from the plant site.5 acres site was identified at Visakhapatnam along the “Coromandel” coast (India’s east coast).31
1959: Independent India realized that its largely agrarian economy needed a thrust in the right direction for its people to benefit and prosper. 1962 Market development commence in the form of a “seeding programme”. Chevron Chemical Company (a major American player in fertilizers / industrial chemicals) and E. Lumus Company undertook construction of the plant.Parry (India) Limited (India’s largest private fertilizer producer with 60 years’ standing) – to set up a giant chemical fertilizer complex. The study revealed a crucial need to produce indigenous chemical fertilizers to increase agricultural output to meet the country’s ever-increasing food demand.D. A 483. J T Gibson. Donald I Meikle was the first Company Secretary. with H V R Iengar as its Chairman. With a capital investment of Rs. E. from where the Company derived its name. Others on the Board included J Q Cope.D. 1961 : An industrial license was granted to three companies – IMC (the
world’s largest producer of fertilizers then).I. A W Horton. L L Powell and P J Davies were the first Managing Director and Dy.
farmer households across our addressable markets identify COROMANDEL brand by this symbol. instituted in honor of Nobel Laureate Dr Norman Borlaug (father of the wheat revolution). 1980 – 90: Plans to diversify were afoot. The “Borlaug Award”. social and agricultural research scientists around the world to share their thoughts on issues of global concern such as food security. Its vital role covered soil nourishment. Grandhi Ramamurthy. was given the honour of cutting the ribbon. dedicated the fertilizer plant to the nation. it still presents a formidable sight. 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. the Chief Minister of Andhra Pradesh. honors eminent men of science and industry for their distinctive contribution to the cause of agriculture. Kasu Brahmananda Reddy. Mr. towering against the skyline. This reflects COROMENDEL concern to develop a symbiotic interaction between agriculture. 1971: The “Coromandel Lecture” was instituted to provide a forum for thinkers. sharing agronomic expertise. 1977 : COROMANDEL completed a decade of participation in augmenting agricultural production for the nation. the then Deputy Prime Minister of India. supporting agricultural education and rewarding research – all of which had progressively grown in width and depth during the decade.32 1967: On December 10. environment and extension activity. bigger profits”. industry and academia. to set up a one million tonne cement plant. recalling old memories for those who were associated with its operation. which is rich in limestone deposits. Today. economists. a local farmer. The 245 ft high Urea prill tower was one of the tallest industrial structures in India then. 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. The fully
. A “groundbreaking” ceremony was performed in November 1980 at Chilamkur (Andhra Pradesh). Though not operational today. Korari Desai.
Vellayan took over as Chairman on September 1. Phosphoric Acid and Complex Granulation plants were debottlenecked. Mr.33 computerized plant (designed by world-renowned cement manufacturer Krupp Polysius of West Germany) was commissioned in 1984.Tandon. N Chandrababu Naidu. K. Production capacity wend up from the original 247.I.Jayaraman. a boon to the entire farming community. Organizational Structure: The supervisory board of Murugappa group supervises the
organization of Coromandel International Limited.000 MT to 400. followed by IMC in 1999. Parry (I) Limited acquired majority shareholding in COROMANDEL making it a part of the Murugappa Group.M. Mr. To optimise synergy of operations in the Group. Begun in 1975. M. 2003: On July 12. Mr.D Parry (I) Limited was merged with COROMANDEL on December 1. Ravichandran took over as President & WTD on January 22. D.M.K.Viswanathan and Mr.000 MT. This further augmented capacity to 600. J.Nair.000 MT. S. COROMANDEL consolidated its business by acquiring controlling stake in Godavari Fertilisers & Chemicals Limited (GFCL). Mr. the then Chief Minister of Andhra Pradesh. 2000 COROMANDEL growth over the years has been punctuated with several path-breaking modernisation / upgradation programmes. A. It was later sold to India Cements in 19903 1995 – 99 Chevron Chemical Company divested its stake in favour of E.D. The top most authority of the whole Coromandel International Limited is administered and controlled by the
. the Farm Inputs Division of E. Mr. T. On September 29.E. 2004 :Mr.Parry (I) Limited in 1995. when the Sulphuric Acid.I.M Nambiar . Mr. a highly reputed industrial conglomerate.Udwadia.I. South Africa. V.D. Mr.A. inaugurated a new complex granulation train. E.M. 2005: COROMANDEL signs a Business Assistance Agreement with Foskor Limited. Other Directors on the Board are Mr.Murugappan. the programme gathered momentum in 1992-95. The first post-merger AGM of the Company was held on July 15.
34 president and managing director.
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. One AGM & other process plant Heads will directly report to him.V. The Visakhapatnam Plant is headed by the vice president who at present is Mr. The Sr. Seetharam who undertakes the in charge of all the levels of departments in the organization. N. Manager – Accounts:-
. Sr. AGM Operations: Asst. A work force of around 30 Executives and 35 officers are under his control. Vice President marketing is in charge of overall marketing of Coromandel International Limited finished products as well as the by-products like gypsum. 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. The Present Managing Director of Coromandel International Limited is Mr. fluorine etc. The main registered office of Coromandel
International Limited is located at Hyderabad. internal audit secretarial functions. The functions of other executives are: General Manager – Operations: General Manager – Operations is responsible for smooth running of all process plants including operations. The vice president finance is in charge of overall fund management.Ravichandran.
AGM & RH – HR AGM & RH – HR is responsible for recruitment of technicians and office assistants. General Manager – Safety. General Manager – Maintenance is responsible for preventive maintenance of plant and machinery and buildings. health and environment:
. 5 officers and 20 assistants who look after the effective distribution of finished products and by-products assist him.35 Sr. raw material purchases and maintenance of stores at an optimum level. 3 officers assist him and 2 workmen who execute all HR philosophies and administer officers wage administration. 8 officers and 40 workmen assist him. 30 officers and 165 technicians assist him. He is also responsible for execution of all welfare measures and for security arrangement of plant and machinery.
AGM – Maintenance: Asst. 10 officers and 36 office assistants assist him.
AGM – Purchase and Stores: Asst. Manager of accounts is responsible for maintaining statutory accounts and other fund records. He looks after the timely executives of all the capital projects at the plant. General Manager – Purchase & Stores is responsible for all purchase activities. AGM – IT: Asst. General Manager of IT is responsible in building skill gap of all the human resources of the organization by requisite training and development. Asst.
The clerical staff mainly looks after the office work. The labour comes under unskilled workmen. Technical—the technical employees are again sub divided into highly skilled. 2. Thus the employees working under all the shift timings receive all the welfare facilities like canteen.36 AGM – safety. He also arranges medical checkups etc. 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. 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. Managerial – The management staff is graded into CI1 to CI 3 and from MG3 to MG 10 grades. C2 for junior assistant and C3 for senior assistant. The employees of the organization are divided into three grades. drinking water etc.
. Coromandel International Limited operates its own bulk freight raw material unloading berth. 4 officers and 3 assistants assist him. Location: The plant is situated in 500 acres of site about 5 km from the harbour. at the port.The clerical staff is graded into C1 to C3 ranks where C1 grade is for assistant. which is an added advantage as they import many for Coromandel International Limited Company. Technical staff is graded into S1 to S7 ranks. health and environment is responsible for identification of hazardous areas and in suggesting remedial safety measures and its effective compliance. The employees work in shift timings. Clerical. transport. The timings of the three shifts are. They are: 1. 3. Thus according to the ranks the employees of Coromandel Fertilizers limited are graded and the company runs round the clock. semi skilled and unskilled people.
Achievements: Coromandel International limited a reputed Fertilizer company in India stood first in achieving the following:
. which is a Fertilizer. Darr Oliver of USA is used in manufacturing of cement. It has a rated capacity of 1200 million tonnes per day. Phosphoric acid plant-This plant is designed and constructed by M/s.37 The plant uses a lot of seawater in the process for cooling purpose Vizag being a seacoast provides the facility. which is a good source of income by sales. Simon Carves India Limited. 3. Japan and Gulf. Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and urea is added to this mixture. which is imported from abroad from countries like USA. 2. It has a rated capacity of 400 million tonnes per day. Complex Fertilizer plant-Complex Fertilizer plant has rated capacity of 1400 million tonnes per day. Plants: Coromandel International limited has mainly three plants. Rock phosphate a mineral from foreign countries such as USA. Rock phosphate and sulphuric acid are reacted to give phosphoric acid and gypsum. They are: 1. 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. Sulphuric acid plant-This plant is designed and constructed by M/s. Filtering separates gypsum and it is a by-product. Sulphur is the raw material. The urea prill is coated with ammonia phosphate to form the urea ammonia phosphate. Africa and Australia and is still looking for other sources.
3. They buy naphtha to make ammonia from HPCL.
. 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.38 1. 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. Human Resources
1. The basic raw materials used for manufacturing are phosphoric acid. which is urea ammonium phosphate 28:28:0 with high nitrogen and phosphate content in 1:1 ratio. 2.7 lakh tones per annum. They are: 1. Marketing 3. Functional Areas Coromandel International limited comprises of four functional areas. Rock phosphate is imported from USA and Sulphur is imported from USA and gulf countries. Manufacturing and production 2. urea and ammonia. Finance 4. First in India achieved to commercially manufacture high analysis
complex fertilizer. seawater for its effluent recirculation system attached to phosphoric acid plant.
west Bengal and Madhya Pradesh. The products of Coromandel International limited are sold in Andhra Pradesh. 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. 2. 1.Orissa. and West Bengal use Complex Fertilizers these products for soil application. West Bengal. Gromor (28:28:0) urea ammonium phosphate is one of the best products of Coromandel International Limited . Orissa. 3.West Bengal. Npk is a scientific Fertilizer with the highest nutrient content of 63% among NPK complex available in India. Farmers in AP. 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. Farmers in AP. Gromor (14:35:14) ammonium phosphate potash. Orissa.39 Products: 1. Segment
Hydrofluosilistic By-products Acid
Gromor Bentonite Sulphur
. Coromandel International Limited sells its product under the brand name “GROMOR’. 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.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.
Minimum distribution cost and lead time 3. rest is taken from APSEB. West Bengal.
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. The best product of Coromandel International Limited GROMOR 28:28:0
. which altogether produces 7. for better absorption of nutrient from leaves and to counteract adverse soil conditions.5 mg watts. which are useful for the production. Explore new markets and crop areas 2. Provide meaningful information to management in time. Its marketing centers are mainly Andhra Pradesh. Orissa and West Bengal. The raw materials like rock phosphate and sulphur. and MadyaPradesh use this product for foliar application. Farmers in AP. In Andhra Pradesh the Secunderabad branch concentrates on marketing. are imported from US and Gulf. the state electricity board Marketing: Relating to the field of marketing the objectives are: 1. Orissa.40 in Saline/calcareous soils. Orissa. and MadyaPradesh use this product for Drip irrigation. It has its own source of generating power through its two thermal power stations and one diesel power. 4. West Bengal. Speciality Nutrients Farmers in AP. Ensure quality and timely positioning of products as per market needs. 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.
3. They strive to achieve the quality objectives and customer satisfaction by 1. Sale of Fertilizer raw material such as sulphur.41 which is urea ammonium phosphate is marked in 50kg bags and stored in a tank area known as tank bund area. which is used for cooling purposes. Sale of by-products like gypsum and fluorine. phosphoric acid. Imparting requisite knowledge. 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. Quality Policy: Coromandel International Limited is committed in supplying phosphoric Fertilizers and related products. Developing.
Non-Fertilizer Activities: 1. Ensuring employee’s participation in continuous improvement measures. 2. Sale of intermediate such as sulphuric acid. They have a canal from sea to salt water. 3. implementing and maintaining quality management systems to international standards. rock phosphate.
. 2. Further it is committed to continual improvement of quality management systems and processes with the objectives of improving the product quality. which satisfy the requirements of customers and comply with applicable specifications. skills and competency to employees and 3. potash etc.
has gained a net profit of around 46. Except for a couple of years Coromandel International Limited is being continuously a profit based company. Ammonia phosphate 28:28:0. the process. The Urea plant has been shut down due to the shutdown of Ammonia plant. It is titled as the farness friend.
. Thus the company's emphasis has been on extension and development involving constant updating of improved agricultural practices. based on the CPJ Allied. the design and construction were done by M/s Nucamin. Urea plant: Urea plant which has an operating capacity of 400 tones per day. The basic raw material is Naphtha which is obtained from Hindustan Petroleum refinery. Nunmate of USA. Tax planning As per the balance sheet stated on 31st March 2001 the fixed assets of the company cost around 250 crores and. Controls cost including reduction in interest cost 3. The urea pills then send to complex plant for manufacture of urea. The company is of vital importance to the economy as it supplies Fertilizers to agriculture.87 crores for the year 1998-99. which is the backbone of the Indian economy.
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. Visakhapatnam.42 The main objectives of finance department are: 1. Effective funds and foreign exchange management 2. These activities have helped Gromor to establish itself as a leader and pioneer beard.
Due to increase in prices of Hydrocarbons. ammonia and phosphoric acid are used along with Potash. mixed with the outer feed stocks in the complex plant. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. phosphoric acid. Alternate arrangements are in place. The plant is now producing on an average above 350 tones of phosphate. urea to make Ammonia phosphate 28:28:0. The production material is bagged in 50 kg and dispatched by rail/road. USA. Whereas for manufacturing complex NPK 14:35: 14. Ammonia and liquid sulphur are being imported at an economical rate. which is a bought out raw material. Complex plant: The complex plant utilizes ammonia. This was designed and constructed by M/s Simon Carves (India). which was increased to 325 tones per day during revamp in 1975. The original designed capacity of the plant was 255 tones per day. 20:20:0 Ammonia phosphoric acid and sulphuric acid are used as feeds. In case of manufacture of 16:10:0. Objectives: The main objectives of personnel department in Coromandel International Limited are:
. Phosphoric Acid Plant: The plant was designed and constructed by M/s DorrOliver.43 Sulphuric Acid Plant: Sulphuric Acid plant of CFL has an operating capacity of 1300 tones per day. Urea too is being imported. PERSONNEL DEPARTMENT OF COROMANDAL INTERNATIONAL LIMITED: Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Operations of Urea and Ammonia production facilities have been suspended.
. Madhya Pradesh. A total of 40 non-managerial staff is working in this Department. They are: 1. Vice president in consultation with HRD and ERD reviews carefully and finalizes the manpower planning. and Chattisgarh. 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. 1. General Manager & Regional Head . Assam.HR who looks after the matters like recruitment. Andhra Pradesh. Employee cost reduction through manpower rationalization and optimum utilization. To facilitate and provide an environment congenial for continual learning aimed at increasing proactively. Orissa. career planning. 2.44 1. West Bengal.
. Organizational restructure through re-skilling and re-deployment 2. creativity and adaptability.
HR Policy: This human resource policy was drafted in the year 2000 in May and it IS considered to be the corporate commitment. 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. Human Resource Department: This department deals with the matters pertaining to managerial staff and is headed by Asst. Personnel department at Coromandel International Limited is classified into two departments. Training in core competency areas 3. training and development.
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. Resumes or the applications received in personal or by mail. 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. 2. To devise and sustain an appraisal and reward system based on performance and merit. Conducting written examination and its critical evaluation 2. The main manpower sources of the organization are: 1. 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. Advertisements in local press. Direct interviews from colleges. universities and poly technical colleges. Personal interview by the selection panel and its appraisal
.45 3. Coromandel International Limited also complies with the statutory requirement of informing employment exchange vide form ER-1 under the Employment Exchange Act 1959. The process of selection at Coromandel International Limited is done as follows: 1. 3. 4. Local employment exchange.
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.
40/. which are Coromandel recreation centre for non-managerial staff.for CRC and RS. SAFETY AND ENVIRONMENTAL FACTORS: Coromandel International Limited has given safety as the prime importance. 4. Recreational facilities: Recreational facilities at Coromandel International Limited are organized through
two clubs. The company also provides facility for house loan. Mobile and non-mobile canteen services are provided round the clock. The clubs organize various cultural and entertainment programmes for recreation of its members and their members. Ambulance rooms' works around the clock and a full pledged medical officer is provided by the management. and sick leave and bathroom facilities. and Coromandel club for managerial staff. Canteen: Canteen facility is also provided and in each shift at a time 60 to 70 persons can be accommodated.is recovered by the management per month from the employees salary. 3. 5/. Rs. Company operates almost 6 routes of Vizag in all the shift timings. 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. First aid: Coromandel International Limited provides first aid and medical facilities to the
employees.5 lacks approximately on canteen and the food is ordered on subsidized rates. These are some other important welfare facilities provided by the company. consumer stores.49 2.for CC per month. Every month company spends 4. He
. Senior manager takes care of the implementation of safety measures in the plant. Transport: Coromandel International Limited provides subsidized home transport to the
employees. educational allowance for employee children. 5. The subscriptions of the clubs are Rs. 15/. maternity leave.
It is the obligation of every employee to KNOW safety rules. WARN others of unsafe conditions. The company maintains an excellent safety records and achieved many national and international awards. 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. PERFORM his or her task to ENSURE total safety. mask. The company has formed a separate department for safety. The company has so far achieved one million safe working man hours record 28 times.
. two consecutive safe million man hours 8 times. REACT positively to emergency property. Management has the responsibility to conduct its activities in a manner to ensure the above objectives and maintain a safe and healthy work environment.50 imparts safety education through posters. health and environment and is named as SHE department. The company spends nearly Rs. Coromandel International Limited adopted a policy of "safety to take precedence over expediency of jobs". contractors and neighboring communities. 40 lacks per year for providing safety measures. three consecutive safe million man hours 4 times. and safety training on continual basis. FOLLOW safety procedure. fire protective clothing etc. helmet. All the employees at Coromandel International Limited are provided with personal protective equipment like safety shoes. slogans.
Increasing greenery in and around the plan Conserving resources through minimized waste generation and
compliance with good business practices and legislative requirements.
Establishing and maintaining an environmental management system in Achieving a high degree of efficiency in consumption of inputs and Reducing dust emission into atmosphere. Its corporate responsibility does not stop with merely
.000 trees have been planted so far covering an area of 20 hectares at a cost of 20 lacks 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.51 Coromandel International Limited has also exhibited a keen concern towards the
control of environmental pollution. 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.
Creating employee awareness for making environmental protection an Continually improving our environmental performance. The total money spent on pollution control related to equipment till recent times amount to 28 Crores approximately. which is CITU. 90% of the non-managerial staff is the members of the union. Coromandel International Limited has only one trade union. The following is the environment policy of Coromandel International limited. Nearly 60.
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.
• • •
through promoting recovery recycle and reuse.
SR activities: Coromandel International Limited’s business interest is not limited to
commercial profit alone.
scholarships to meritorious students. etc. Fixed Assets: Fixed Assets are shown at cost or valuation less Cost comprises the purchases price and other attribute Office The
depreciation. ACCOUNTING POLICIES The accounts have been prepared primarily on the historical cost convention and in accordance with the mandatory accounting standards. if any used are not stated in the valuation.
expenses. 3. when covered by foreign exchange contracts and at year end rates in other assets. Displaying conspicuous social responsibility.52 increasing shareholder value. The company has a stakeholder base that goes far beyond its shareholders. Fixed assets other than leasehold land/improvement. based on a valuation by an approved value. 2.
equipment. fans and computers to government schools.
. it associates with various community development activities in the villages around its facilities. helping in the government's mid-day meal scheme. free health / blood donation camps for villagers. The company constantly seeks out avenues where it can help the community. such as providing drinking water to villages. Depreciation on assets revalued as at 31st March 1991 is provided on the basis of the residual technical life as ascertained by the value. Assets and Liabilities related to foreign currency transactions remaining unsettled at the year end are translated at contract rates. and has contributed generously to several social causes. veterinary camps for cattle. indices. 1. Depreciation on Fixed Assets: Depreciation has been provided on straight-line method. construction of additional classrooms for poor schools. pulse polio programmes for children. The significant accounting polities followed by the company are stated below. furniture fitting. Foreign Currency Transactions: Transactions made during the years in foreign currency are recorded at the exchange rate prevailing at the time of transactions. Leasehold hold is being amortized over the lease period. certain vehicles and roads had been revalued on 31st March 1991. free notebooks.
. and '92 has helped to increase the volume of production form the original level of 2. Revenue Recognition: Sale of goods recognized at the point dispatch to customers. Finished goods and work – in – process – Weighted average cost of production which comprises of direct material costs. Subsidies: Credit for Government subsidies has been taken on the basis actual sales made by the company.000 Mt per annum with a considerable gain in energy and material usage efficiently over the years. The method of determination of cost of various categories of inventory is as follows: Raw Material – First in first out method. Investments: Investments are valued at cost of acquisition and related expenses. Other inventories are valued at lower of cost and net realized value. '80. Goods for resale – Weighted average cost. Inventories: Stores and spares are valued at monthly weighed average cost. Sundry Debtors and Advances: Specific debts and advances identified as irrecoverable and doubtful are written off or provided for respectively.50. 6. Dividend income from investments is accounted for when declared. direct wages and appropriate overheads. 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.38. Cost includes purchase cost and attributable expenses.. Sales exclude amount recovered excise duty and sales tax. The modern programs undertaken by the company during the year '75.53 4.000 Mt per annum to the current level of 3. RECORDS Coromandel has constantly taken up modernization and up gradation programs. 7.
Ever since the production commenced in 1967. 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. It brought to India the world-class production facilities with a new generation of fertilizer products. which is a high analysis NP complex fertilizer. This was implemented when most of the fertilizer products available in India were not balanced in nutrient contents. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. FINANCIAL STATEMENTS COROMANDEL MAJOR COMPETITORS
. 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. Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Gromor 28:28:0 is one of the best of its kind in the world.
ROLE OF CIL IN INDIAN AGRICULTURE: From the very beginning Coromandel proved to be a boon to the Indian farmers. which ensure nitrogen availability to the crop over a longer duration of time. It has unique granule configuration where in a urea prill at the centre is coated with ammonia phosphate. Coromandel has been an active partner of the Indian farmer in the field. Coromandel vision had started playing a vital role in the resurgence of Indian Agriculture. energy and environment since inception largely due to progressive policies of the company with regard to Labour management. Coromandel introduced a branded product Gromor. It is the first in the world to produce high analysis NP complex fertilizers in the highest 1: 1 ratio.54 Coromandel has enjoyed excellent track records in production and industrial relations.
Relations Society of India... (ZAL) Osklal Chemicals and Fertilizers Ltd.
National Award (2nd Prize) for Video Film – 2006 from The Public
Relations Society of India. (GNFCL) Gujarat State Fertilizers Company Ltd...
Minimization at Source and Adopting Cleaner Technologies’ for 2001-02.55
o o o o o o o o o o o o
The Fertilizers and Chemicals Travancore Ltd (FACT)... among the 162 fertilizer companies in the Andhra Pradesh Pollution Control Board’s award for ‘Waste
1998. (SPIC) Zuari Agrochemicals 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. (GSFCL) Hindustan Lever Ltd.. (HLL) Indian Farmers Fertilizers Co-operation Ltd (IFFCO) Madras Fertilizers Ltd. (RCF) Southern Petrochemical Industries Corp Ltd. (PPL) Rastriya Chemical and Fertilizers ltd.
Conservation Day.. National Energy
Acid Plant at Vizag.. 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.. New Delhi. Godavari Fertilizers and Chemicals Ltd. (MFL) Pyrites and Phosphates Ltd. 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. received for ‘The Voice’ ( house journal ) for the 2nd consecutive year. Gujarat Narmada Valleys Fertilizers & Chemicals Ltd.
International Fertilizer Industries Sectional Contest. (GFCL).
MURUGAPPA GROUP The Murugappa Group is one of the largest family-promoted. The group has always been discharging its responsibilities to the satisfaction of all its stakeholders as summed up in its guiding philosophy.
other institutions like AP Pollution Control Board. 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. Jawaharlal Nehru Award for Pollution Control and Energy Conservation.Arthashastra
. "The fundamental principle of economic activity is that no man you transact with will lose. professionally managed conglomerates in India. then you shall not.
Received a Commendation Certificate for "Strong Commitment to HR
Excellence" from the Confederation of Indian Industries (CII). The group has. over the decades." .
THEORETICAL FRAME WORK
enjoyment of health. though unfortunately no single definition has found universal acceptance.
. New welfare measures are added to the existing ones from time to time. Welfare measures may be introduced by the employers.
The purpose of Employee welfare is to bring about the development of the whole personality of the workers to make a better workforce. services and amenities provided to workers for improving their health. which may be established in. government. 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. FEATURES OF EMPLOYEE WELFARE MEASURES:
• • • •
Employee welfare includes various facilities.
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. prosperity. 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”. efficiency.58 DEFINITION: Employee welfare has been defined in various ways. and amenities. freedom from calamity. cultural and material conditions of living of the workers. employees or by any social or charitable agency. 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.” The ILO report refers to labour welfare as “such services. economic betterment and social status. facilities.
Initially each employee used to contribute an amount of rs. loyal and satisfied labor force for the organization.
The funds were utililsed to
meet the funeral expenses in case of an
employee’s death while in service
. and education and recreation facilities for workers’ families help in raising their standards of living. The purpose of providing such facilities is to make their work life better and also to raise their standard of living.
Employers get stable employee force by providing welfare facilities. This makes workers to pay more attention towards work and thus increases their productivity. medical benefits. etc are reduced to a greater extent by the welfare policies. healthy.management also grants a matching grant to this fund every month. 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.59 BENEFITS OF EMPLOYEE WELFARE: The very logic behind providing welfare schemes is to create efficient. EMPLOYEE WELFARE FACILITIES
Benevolent fund society
The coromandel employees benevolent fund society was formed with the representation of both employees and employer.30/-. Workers take active interest in their jobs and work with a feeling of involvement and participation.5/-per month and now the contributions enhanced to rs. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors such as substance abuse.
000/-each for two children per member recoverable in 24 installments.60 The management also giving matching grant of rs.000/.
This society was restricted with effect from 01.
. 2.01.10. Treasurer
The president.10.2001 with the objectives of promoting mutual help among the members.25. Secretary. 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.towards financial assistance to the nominee of the deceases along with funeral expenses of rs.15.to the nominee of the employee who dies while in service towards financial assistance.The term of the managing committee is for 2 years.
The total members of this society are around 350. 500/. 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.
The society is being administered by a managing committee consisting of President.
In the event of death.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.000/. Vice-president. the society pays an amount of rs.000/. Joint secretaries – 2 no‘s.towards financial assistance to the nominee of the deceased along with funeral expenses of rs.1000/-
The management makes a matching grant of rs.per month.
as retirement gift to the member.3000/.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.61 In case of retirement of a member.000/.
Company provided all infrastructures with computer within the premises of the company.00lakhs and the total members availed loans are 72 members. vice-president. secretary.50. The turnover of the society at present is rs.11.@ Rs.I.
Society started in the year 1971and the total members at present is 416
The admission fee of any employee ( member) is Rs.
C. the society pays rs. 15 retirement cases are during 2007-2008. 10/-
The minimum shares of any member is rs.crore
Society grants the following loans
Medium term loans of rs.recovery in 72 installments
Financial assistance to 4 death cases. treasurer.10/-
The total turnover is Rs 1. 3 directors.
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.0 lakhs.per annum
1983 1986 1989
.60.per annum Rs.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. 2007 onwards.per annum Rs.
FESTIVAL ADVANCE – NON MANAGEMENT STAFF:
The scheme was introduced during 1983. 500/.
From time to time under various long term settlements the advance was being revised as follows:
Rs. the society sanctioned 335 (short term and medium term) loans to its members amounting to rs.1000/.
Covers accidents round the clock whether on duty or off-duty.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.
GROUP PERSONAL ACCIDENT POLICY:
Employees who have been excluded by virtue of their salary are eligible under this policy.per annum Rs.
.2000/.5000/. Onward transmission of the same to insurance company.10.
After resuming the duty.
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.04% of employee salary) borne by the company.1500/.63 Rs.per annum Rs.10lakhs.
Entire premium (0.
hr department.per annum
WELFARE AMENITIES –UNIFORMS & SHOES:
Common uniform to all employees of the plant.
NON MANAGEMENT EMPLOYEES-MATERNITY BENEFIT SCHEME
The scheme was introduced during 1991with the special discounts obtained from insurance policy. A member can avail this facility two times in his service. The no.3900/: rs. employee leave will be credited back to his account.000/. The expenditure on this account will be around Rs. The membership fee is rs.64 On settlement of the claim by the insurance company.per year. which will be deducted from the salaries of the members every year during April or as and when application is submitted to.
For waiters and drivers an addition white uniform of 2 pairs will be provide. The amount payable to the member as under: o o For normal delivery For cesarean : rs.
3 pairs of uniforms being issued to all employees every year during march/april.120/. of gap claims settled during the year 2007-2008 is 15.4800/-
The settlements during the year-08 – 12 nos.
For welders and wharf employee’s full slaves cloth will be provided.45. The total members covered under this scheme are 90. The scheme is applicable to nm employees only. The member can avail this facility only after 10 months from the date of admission into the scheme.
1000/-.and one soft towel per year will be provided to all employees of cafeteria.
Reimbursement of stitching charges in line with market rates.
Total cost per employee on uniforms & reimbursement of stitching charges to around rs.65
Aprons 3 nos. Visakhapatnam branch. of pairs issued during the year2007-08 are 96 pairs. Per pair.
All other employees working in field/process plants will be provided with two pairs of safety shoes which costs around rs.
.4. an amount of rs.per 3 pairs was reimbursed.2100/-.
Total no.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.50 lakhs.
Employees working in administration will be provided one pair of executive shoe worth rs.11. For the year 2008.700/.1000/-.
Total expenditure during the year2007-08 are rs.
Total expenditure during the year2007-08 is rs.
PRODUCTION INCENTIVE SCHEME:
The production gift was introduced during 1989 for achieving 3.50.rs.
The new joining will be added during December of every year into the policy. In case of withdrawal from the policy due to resignations and retirements.27.
All the confirmed non-management employees are covered under the policy.
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.50 during 1995
The entire premium is borne by the company
From the premium of rs.
Subsequently the scheme was modified and the amount was paid based on the phosphoric acid production.
During the year 2007-08.for life policy.and it was revised to rs. an amount of rs.
In case of death of the employee while in service.27.30.will be for savings and rs.25/.+ savings + interest thereon will be paid to the nominee of the deceased. the savings amount with interest thereon will be paid to the employees. 000/.000 tones of production.10/.66 Initially the monthly premium per employee was rs.15/. life insurance Corporation of India settled 29 claims in respect of retirements / resignations / death.
WELFARE AMENITY – STAFF BUS TRANSPORT:
Company is running 8 buses with a seating capacity of 260 in all viz.115% . 2008. four buses in general shift and four buses in rotating shifts through contractor. 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.
. 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
..67 During the year 2003.110% .10 lakhs.nil .91.
The total amount paid towards production incentive is rs.105% .prorate . The main features are as follows:
o o o o o o o
5 year settlement .120%
For the year ending 2007-08 the incentive was paid on 25th April.
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.
Bus inspection committee (comprising of safety officer. The farthest pickup / dropping point is around 35 kms away from the plant.
All employees of the company are eligible
Employees with one child will be given a lump sum amount of rs. welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any. Independence Day celebrations.per month only from employees who are utilizing company bus transport.
FAMILY PLANNING INCENTIVE:
The scheme was introduced in 1985.1000/-
Management staff Non-management staff
Company charges Rs.68 All put together these buses travel around 1200 km per day.00 lakhs per annum
About 330 employees are utilizing bus transport facility.
Total expenditure is around rs. get-togethers. dedication day celebrations etc.72.
The average expenditure per annum will be around rs.00 lakhs and any excess coverage’s will be deducted through salaries in four monthly installments. 7000/-
Total employees availed during the year 2007-08 – 12 nos.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 maximum policies allowed per employee are 5 ( self.
This scheme is renewed during December every year
The premium eligibilities are as under:
.69 Employees with two children will be given a lump sum of rs.
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.750/-
Apart from the above 4 days special leave will be granted to the employee who under goes the family planning operation. spouse and dependent children up to 3 nos)
Welfare amenities – Health insurance:
Mediclaim facility is provided by the company to all NM employees as per its terms.
. in the above two cases.1260/. the management extended financial assistance to the following members.
However.600/-.1110/. in terms of clause 12(b) of lts-1995.
.each and they have to take policies equivalent to premium.
For employee’s spouses below the age of 45Years.
All management staff members are covered under group mediclaim policy.
For employees and their spouses who are 56 and above years of age.600/.
The above premier eligibilities are calculated after 10% family discount and adding 5% surcharges. the premium eligibility is rs. kidney transplantation.70
For employees below the age of 45 years the Premium eligibility is rs. the premium Eligibility is rs. but below 55 years.
This year (2008). the employee should take a higher coverage of mediclaim for Self than his spouse/children. and dependent children ( maximum of 3)there is no restriction towards minimum Policy coverage and the premium eligibility is Rs.
Management at its sole discretion may reimburse medical assistance to employees undergoing treatment for major ailments such as heart surgery.
For employees and their spouses above the age Of 45 years.each and they have to take Policies equivalent to premium.each. cancer etc.
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/-
Good dining hall with a seating capacity of 224 with music system and centrally air conditioned.16.25% and above rs.25.will also be given to all the nm employees between the gap of 6 years.is provided to nm staff.75.
For rs.@ 6% will be provide by the company to the nm employees.6.
22 permanent employees are working in cafeteria.@ 5% and rs.25.
Highly subsidized canteen facility to all employees.interest chargeable is 6%.75 lakhs)
Vehicle loan of rs.000/. The second time vehicle loan of rs.000/. the company will provide a differential rate of interest.
3 employees availed this scheme from april-2007 (amount sanctioned rs.60 lakhs) Up to rs.1.
.000/.000/.1. 26 employees availed this scheme from april-2007 (amount sanctioned rs.000/.6.will be given to all nm employees.
Any employee who wishes to obtain a loan of rs.74 An amount of rs.000/.2.interest chargeable is 4.00.from any financial institution.30.
chapatti. curd and pappad. hygiene. one fry curry.to those employees who don’t avail lunch with sweet thought the month.
Idly / vada / semiya bath are being served in breakfast. chutney / pickle. salad.for nm staff and @rs.13/.
Rice.15 to 12.1/.30 pm for dinner.
Biryani (veg + nv) with ice-cream is being served on monthly once.00 for lunch and 7.
Pakoda / mixture & biscuits are being served in evening shift.
. from time to time.
Sweet will be served (except holidays and Sundays) to all employees with lunch @ rs.8/.9/-. one gravy curry or dall sambar / rasam.15 & 12.for m staff and rs.with prior reservation.
Dining hall timings are 11.20/.75 350 to 400 employees are availing lunch / dinner facility at cafeteria.00 pm to 7. will be served in lunch and dinner.30 to 1.. Management contribution on sweet is rs.10/. menu. butter milk.
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. etc.
Mutton / chicken / fish / egg curries are served throughout the week except Saturday.
Lunch benefit allowance @ rs.and total cost per sweet is rs.
25% 97.40% 100%
CONTRACT WORKMEN CANTEEN:
96% 96. 4.25 12.15 0.15 0.00 3.00
2.40% 98. 7.50% 88.10 0.13 lakhs per month (2%).85 8. 8.85 5.65 0.MEAL NON-VEG MEAL OT BREAK FAST
2.50 25.25% 97. all cafeteria items will be served at the work places
SL.15 1.00 9.35 45.76 Total expenditure on food to the employee’s approx rs.6.88% 88. 10. 2.5% 97% 95.00 6.00 1. 9.50 lakhs per month.00 0.40 3.00
0.00 8.00 7.50 6. 3.15 0.
Employees staying for overtime work will be served break-fast / snacks / meals / coffee / tea without any charges.70% 97.
CHARGED TO EMPLOYEE
COST TO COMPA NY
1.50 4.75 0.
Employer share of subsidy is rs. 11
COFFEE / TEA IDLY (2 NOS) VADA (2 NOS) UPMA SNACKS BISCUITS SWEET ICE-CREAM VEG.00 12.
Employees working in the process plants.37 lakhs per month (98%) and employees share is rs. 5.35 5.6.50 24. 6.00 46.00 5.NO .0.15 0.85 4.
15 pm ti 7. water. Presently we are receiving services from M/S BALAJEE CATERERS.2.
450 to 500 contract workmen are availing lunch / dinner facility at cafeteria only bagging contract workmen are availing dinner facility.77 Highly subsidized canteen facility to the contract workmen.
Act workmen canteen shares: 50% subsidy borne by the company.15 for 1st shift workmen & 12.
Total expenditure on contract workmen canteen approx rs.
Contractors / management visit time to time for check the quality of food and hygiene.
Good dining hall with a seating capacity of 100 nos maximum. Rice.45 pm for dinner (only bagging contract workmen). chutney / pickle.30 to 12. one gravy curry or dall sambar / rasam. 40% share born by the contract workmen and remaining 10% share borne by the contractor.30 to 1. and curd will be served in lunch and dinner.
Idly / poori are being serviced in breakfast menu. shed for cooking food and stocking of vegetables and gas will be provided to the vendor.00 for general shift workmen lunch and 7.
Dining hall timings are 11.50 lakhs per month.
Contract canteen run thru a private vendor.
60 74.4 830780.I.sreedhar.1 Under this C.v.54 55. CIL pension fund no.41
CIL PENSION PLANS There are two pension fund trusts managed by C.45 24.L.M. the employees whose basic salary is below Rs.50 60.I. The above trustees adhere to the rules framed by rpfc authorities.will be covered.
.64 6283420 6 7484876 60.7 640071.18.000/.srinivasau-trustee The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions.5 1201456.85 expenditur e 5653913 5515345 6125892 6540842 Budget sanctioned 73.vamshi-trustee Mr.95 Actual 56.1 are Mr.raju – chairman Mr.trustee Mr. The trustees under PF no.
Total Contract Year 2003-04 2004-05 2005-06 2006-07 Cafeteria 5007618 4875274 5341233 5710061 canteen 646294. pf no. K.00 51.r.16 61.1.48 68. P. G. G.Jagadish-trustee Mr.3 784659.46 2463361 78.1 2007-08 2008-09 (upto aug08) 2094473 368887.78
VS.k. K.26 65.L.
Out of 12 % . On superannuation of the employee. A l george – chairman. murty –trustee
The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions.1/3 commutation will be given to the retired employee.33% will be contributed to fpf and remaining 3.
. 8.L.000/. N. Company will also contribute matching grant 12% to the members account.will be covered.
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. Mr. option will be given to the retired employee to continue the pension/return of the capital.79
CIL PF Under this CIL pf. P.67% will be contributed members provident fund.Seetaram. The total fund amount of m-staff will be deposited in LIC. the employees whose basic salary is above rs. Mr.trustee.Gv. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC. And there after.N. A member can contribute 12 % on basic salary to provident fund. The trustees under pf are: Mr. Mr. Bhadram-trustee. The above trustees adhere to the rules framed by rpfc authorities.18.
And there after. The trustees under nm-staff pension fund are Mr.sreedhar Mr.V.sharma Mr.chairman .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. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC.80
The trustees under M-staff pension fund are : Mr.T.M.trustee.G.l.george Mr. H. .trustee .trustee . Kumar .Nagarajan Mr. Shanker subramanyam Mr.trustee .trustee
The total members covered under provident fund scheme are 613 employees.R.s. P.Raghavan Mr.N.prasad Mr.Ganesh .1/3 commutation will be given to the retired employee.trustee .chairman . A. The total fund amount of nm-staff will be deposited in lic.K.
welfare amenity – staff bus transport :
. option will be given to the retired employee/nominee to continue the pension or return of capital. K. On superannuation of the employee.
management staff non-management staff -
70 nos 260 nos
Company charges rs.
All put together these buses travel around 1200 km per day. In addition to this one trucker with a seating capacity of 12 seats used for transshipment of employees.00 lakhs per annum
About 330 employees are utilizing bus transport facility.72. four buses in general shift and four buses in rotating shifts through contractor.
. The farthest pickup / dropping point is around 35 kms away from the plant.81 Company is running 8 buses with a seating capacity of 260 in all viz.
Total expenditure is around rs.. welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any.per month only from employees who are utilizing company bus transport.15/.
Bus inspection committee (comprising of safety officer.
DATE ANALYSIS AND INTERPRETATION
SUGGESTIONS AND CONCLUSION
18. 8. 13. 2. 12.84 FINDINGS. 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. 10. 9. 14. Among 90 percent of the employers are happy with the welfare facilities in the organization. 90 percent of the respondents are happy with their transport facilities. Drinking water is not a problem in the organization. The organization has good communication system. 19. 6. 7. 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
. restrooms and lunch rooms for the employees. 4. 5. 3. 17. SUGGESTIONS AND CONCLUSION
FINDINGS 1. Employees are happy with their washing facilities Employees full happy with their leave facility in the organization. 16. The organization provides health insurance schemes to the employees. The organization provides the suitable shelters. Employees are happy with the educational facilities provided by the organization. The organization is maintain appropriate working conditions Most of the employees (90%) are happy with the safety measures in the organization. 11.
The Study was conducted to find out the welfare facilities provided in the organization. simple random sampling was a technique used for drawing sampling. which influents the satisfaction of employees towards welfare facilities. It includes both statutory and non-statutory measures. nose guards and ear
. The welfare facilities such as canteen facility. 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. especially the employees are not willing to wear to safety measures 3. uniform. In Coromandal. Employee can have better water 2. The process of study includes a detailed study on the welfare activities in Coromandal. better administered and well managed organization with properly defined policies. There is need for improvement in the safety measures. There is need for improvement in the canteen facilities for workmen
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. washing facility. The sample size consisted of 99 respondents. I have used a well-structured questionary comprising 20 questions. Visakhapatnam the employees are provided with many welfare benefits. 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.85
. canteen facility and washing facility provided by the organization are good. transport. The organization has provided an excellent medical.86 clips also medical expense reimbursement has been appreciated by most of the employees in the organization. The drinking water facility. cooperative and housing facilities to motivate the employees and improve their performance. recreation.
Boley. Gulf Pub Publishing
ANNEXURE – I
1. A guide to Effective Industrial Safety. J..
Kitab Mahal. P. Calcutta. Labour Problems and Social Welfare. 1997 8..
. 1965 4.M. 1967 5. Delhi. Allahabad. Aspects of Labour Welfare and Social Security. Allied Book Agency. M.S. Mumbai.. 1974. 1996 7.. Dynamics of Social Security. A. Essential of Human Resources Management & Industrial Relations. Himalaya Publishing House. Chatterjee. Saxena. Labour Problems and Social Welfare in India. G.. Rastogi Publications. 3.. 1966 6. Mamoria. Gore.N.B. Sarma. Mumbai. R. Bombay. Himalaya Publishing House.C.88 2. G. 1980. Asia Publishing House. Hallen..C. Meerut.Subba Rao. Management of Personnel in India Enterprisers. N. Social Work and Social Work Education. Gupta Printing Press.
ANNEXURE – II QUESTIONNAIRES
(a)Strongly agree (b)Agree (c) Some what agree (d) Disagree [ ]
3. (a) Satisfied (b) Average 2. Your opinion on the Transport facilities in the Coromandel. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ]
4. Are you satisfied with the working facilities provided by the Coromandel. 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 [ ]
. (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. How do you feel about the Sanitary facilities in the Coromandel. 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 (c) Dissatisfied (d) Can’t Say [ ]
6. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ]
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.The Educational allowance provided to the employees are adequate.The Coromandel provides leave facility according to statutory provisions. (a) Strongly agree (b) Agree (c) Some what agree (d) Disagree [ ]
11. The canteen items are provided to the employees with subsidy price.Are you satisfied about the work timings of the Coromandel. 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. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ]
10.The Management provides health insurance and accidents benefits to the employees a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ]
18. a) Strongly agree b) Agree c) Disagreed d) Strongly disagree 15. rest rooms and lunch rooms provided by the management a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ]
14.Adequate importance given to first-aid facilities in the Coromandel.91 8.The medical facilities provides good services to the employees during emergences a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ]
12. (a)Agree (b) Some what agree (c) Disagree (d) Can’t say [ ]
9. [ ]
17. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ] [ ]
.Are you satisfied with Shelters.
Are you satisfied the pattern of attendance followed in the Coromandel. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ]
21.How Effectively welfare officer taking care of your welfare a) Strongly agree b) Agree c) Disagreed d) Strongly disagree [ ]
22.Are there provided with adequate urinals and toilets for the employees? a) Strongly agree b) Agree c) Disagreed d) Strongly disagree 23. (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.92 (a) Agree (b)Some what agree (c) Disagree (d) Can’t Say [ ]
19. (a) Satisfied (b) Average (c) Dissatisfied (d) Can’t Say [ ]