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Apcotex Industries Ltd. is one of the leading producers of Performance Emulsion Polymers in India.

Our product range includes VP latex, Carboxylated and on!Carboxylated "# latexes, Acrylic latexes, itrile latex and "ynthetic $ubber. Our range of Latexes is used, among other applications, for %yre Cord &ipping, Paper'#oard Coating, Carpet #ac(ing, Construction )Concrete *odification, +ater Proofing, etc.,, Paints, %extile -inishing and Automoti.e Components. Apcotex/s 0igh "tyrene "ynthetic $ubber finds applications in foot1ear, automoti.e components, .!belts, con.eyer belts and hoses. Apcotex in implementing best practices across all departments of the company. +e adhere to high 2uality, safety and en.ironmental standards. Apcotex is an I"O 34456 7448, I"O 5944567449 and O0"A" 584456744: certified company. Apcotex 1as also a1arded the %otal Producti.e *aintenance )%P*, Excellence A1ard Category A in 7457 by the ;apan Institute of Plant *aintenance );IP*,. the past se.eral years 1e ha.e de.eloped a strong $esearch < &e.elopment base, 1hich has enabled us to de.elop, manufacture and export products and compete effecti.ely against global players. %hrough our technical team and 1ell!e2uipped application laboratory, 1e also pro.ide .alue added ser.ices to enable customers to constantly impro.e the 2uality of their final product. Our 1orld!class manufacturing plants are strategically located at %alo=a, =ust a fe1 (ilometers from the port city and commercial capital *umbai on the 1est coast of India. %he manufacturing facilities incorporate state!of!the!art emulsion polymeri>ation technology controlled by sophisticated &C" control systems to ensure fine control operating parameters. Apcotex is a public limited company listed both in ational "toc( Exchange and the #ombay "toc( Exchange. Apcotex is constantly incorporating latest manufacturing'processing technologies and introducing ne1 products to meet changing customer re2uirements. A range of sophisticated

laboratory analytical instruments, 1ell!e2uipped pilot plant facilities and close interaction 1ith reno1ned institutions li(e %he ational chemical Laboratory )Pune,, Indian $ubber manufacturer/s research Association )*umbai, and Central Pulp and Paper $esearch Association )"aharanpur, for ad.anced analytical ser.ices, helps the company achie.e its Our $esearch and &e.elopment laboratory is recogni>ed by the &epartment of "cientific and Industrial research )&"I$,, *inistry of "cience < %echnology, ?o.ernment of India.

History Apcotex 1as established in the year 5384 as a di.ision of Asian Paints )India, Ltd., the largest paint manufacturer in India. Apcotex spun!off as a separate company in 5335 and is headed by *r. Atul Cho(sey, Chairman of Apcotex Industries Ltd. and former *anaging &irector of Asian Paints. Apcotex pioneered the production of Vinyl Pyridine Latex in India, an important ra1 material for the tyre industry. "ubse2uently, products such as Carboxylated "tyrene #utadiene Latexes, "ynthetic $ubbers and Acrylic Latexes 1ere de.eloped in!house.

History Today

Asian Paints becomes the 54th largest decorati.e paint company in the 1orld Asian Paints is more than t1ice the si>e of its nearest competitor It is one of the most admired companies in India Present in 77 countries 1ith 7: manufacturing locations, 7@44 "ABCs, Integrated "AP ! E$P < i7 ! "C* solution

$ated #est Employer by #%!0e1itt sur.ey, 7444 #luest of the blue chips by 0indu #usiness LineD *ost admired company to 1or( for by E%!#% sur.ey, 7444

On the recommendations of #oo>, Allen and 0amilton, Asian Paints restructured itself into ?ro1th, &ecorati.e and International business units and adopted "C* and E$P technology

Asian Paints aims to become the @th largest decorati.e paint company in the 1orld 1967

Asian Paints emerges as IndiaCs leading paint company ahead of any international competition. 1957 - 66

%he family!o1ned company ma(es the transition to a professionally managed organisation. #ritish company #almer La1rie re=ects the products of a giant #ritish paint company in fa.our of Asian Paints.

Asian Paints embar(s on an ambitious grassroots mar(eting campaign, partnering 1ith thousands of dealers in small to1ns all India. 1954

Asian Paints mascot, ?attu, the mischie.ous (id, is born. 1945

Asian Paints touches a of $s. E,@4,444, 1ith an inno.ati.e mar(eting strategy Fto reach consumers in the remotest corners of the country 1ith small pac(s.F 1st February, 1942

Armed 1ith little (no1ledge and great determination, Champa(lal 0. Cho(sey, Chimanlal . Cho(si, "urya(ant C. &ani and Ar.ind $. Va(il get together to manufacture paint in a garage on -oras $oad, #ombay. %hey name their company C%he Asian Oil < Paint CompanyC, a name that they pic(ed randomly from a telephone directory.

Recruitment refers to the process of attracting, screening, and selecting a 2ualified person for a =ob. At the strategic le.el it may in.ol.e the de.elopment of an employer brand 1hich includes an Cemployee offeringC. %he stages of the recruitment process include6 =ob analysis and de.eloping a person specificationD the sourcing of candidates by net1or(ing, ad.ertising, or other search methodsD matching candidates to =ob re2uirements and screening indi.iduals using testing )s(ills or personality assessment,D assessment of candidatesC moti.ations and their fit 1ith organisational re2uirements by inter.ie1ing and other assessment techni2ues. %he recruitment process also includes the ma(ing and finalising of =ob offers and the induction and onboarding of ne1 employees.G5H &epending on the si>e and culture of the organisation recruitment may be underta(en in! house by managers, human resource generalists and ' or recruitment specialists. Alternati.ely parts of all of the process might be underta(en by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.

Recruitment approaches
%here are a .ariety of recruitment approaches and most organisations 1ill utilise a combination of t1o or more of these as part of a recruitment exercise or to their o.erall recruitment strategy. In summary fi.e basic models more commonly found are6!

An in!house personnel or human resources function may in some case still conduct all stages of the recruitment process. In the smallest organisations recruitment may be left to indi.idual managers. *ore fre2uently 1hilst managing the o.erall recruitment exercise and the decision!ma(ing at the final stages of the selection process external pro.iders may underta(e the more specialised aspects of the recruitment process. Outsourcing of recruitment to an external pro.ider may be the solution for some small businesses and at the other extreme .ery large organisations Employment agencies are established as both publicly!funded ser.ices and as commercial pri.ate sector operations. "er.ices may support permanent, temporary, or casual 1or(er recruitment. %hey may be generic agencies that deal 1ith pro.iding uns(illed 1or(ers through to highly!s(illed managerial or technical staff or so!called niche agencies that speciali>e in a particular industrial sector or professional group. Executi.e search firms for executi.e and professional positions. %hese firms operate across a range of models such as contingency or retained approaches and also hybrid

models 1here ad.ertising is also used to ensure a flo1 of candidates alongside relying on net1or(ing as their main source of candidates.

Internet recruitment ser.ices including recruitment 1ebsites and =ob search engines used to gather as many candidates as possible by ad.ertising a position a 1ide geographic area. In addition social net1or( sourced recruitment has emerged as a ma=or method of sourcing candidates.

Induction This concept involves officially endorsed business processes; it does not include unofficial and frequently clandestine initiation practices such as hazing. An induction programme is the process used 1ithin many businesses to 1elcome ne1 employees to the company and prepare them for their ne1 role. Induction training should, according to %PI!theory, include de.elopment of theoretical and practical s(ills, but also meet interaction needs that exist among the ne1 employees G5H. An Induction Programme can also include the safety training deli.ered to contractors before they are permitted to enter a site or begin their 1or(. It is usually focused on the particular safety issues of an organisation but 1ill often include much of the general company information deli.ered to employees.

ene!its o! an induction programme

An induction programme is an important process for bringing staff into an organisation. It pro.ides an introduction to the 1or(ing en.ironment and the set!up of the employee 1ithin the organisation. %he process 1ill the employer and employee rights and the terms and conditions of employment. As a priority the induction programme must any legal and compliance re2uirements for 1or(ing at the company and pay attention to the health and safety of the ne1 employee. An induction programme is part of an organisations (no1ledge management process and is intended to enable the ne1 starter to become a useful, integrated member of the team, rather than being Fthro1n in at the deep endF 1ithout understanding ho1 to do their =ob, or ho1 their role fits in 1ith the rest of the company.

?ood induction programmes can increase producti.ity and reduce short!term of staff. %hese programs can also play a critical role under the sociali>ation to the organi>ation in terms of performance, attitudes and organi>ational commitmentG7H.

Referaal Policy

A referral (referred to as a referral policy in previous releases) controls the delegation of both policy creation and evaluation. It consists of one or more rules and one or more referrals. Using a referral policy allows an administrator to delegate the administration of a realm's policy definitions and decisions to a sub or peer realm. Alternatively policy decisions for a resource can be delegated to other policy products.

!he referral defines the realm to which policy definition and evaluation is being referred. !he referral can delegate to a peer realm (on the same level) or a sub realm (on a subordinate level). !he realm to which policy definition or evaluation is referred can define and evaluate access only for those protected resources (or sub"resources) that have been referred to it. (!his restriction does not apply to the top"level realm.)

Performance Appraisal

A per!ormance appraisa" )PA, or per!ormance e#a"uationG5H is a systematic and periodic process that assesses an indi.idual employee/s =ob performance and producti.ity in relation to certain pre!established criteria and organi>ational Other aspects of indi.idual employees are considered as 1ell, such as organi>ational citi>enship beha.ior,G9H accomplishments, potential for future impro.ement, strengths and 1ea(nesses, etc.G7HG@H %o collect PA data, there are three main methods6 ob=ecti.e production, personnel, and =udgmental e.aluation. ;udgmental e.aluations are the most commonly used 1ith a large .ariety of e.aluation methods.G5H A PA is typically conducted annually. GIH %he inter.ie1 could function as Jpro.iding feedbac( to employees, counseling and de.eloping employees, and con.eying and discussing compensation, =ob status, or disciplinary decisionsK.GIH PA is often included in performance management systems. Performance management systems are employed Jto manage and alignF all of an organi>ationCs resources in order to achie.e highest possible performance.G5H J0o1 performance is managed in an organi>ation determines to a

large extent the success or failure of the organi>ation. %herefore, PA for e.eryone should be among the highest priorities of contemporaryK organi>ations.G:H "ome applications of PA are performance impro.ement, promotions, termination, test .alidation, and more.G8H +hile there are many potential benefits of PA, there are also some potential dra1bac(s. -or example, PA can help facilitate management!employee communicationD, PA may result in legal issues if not executed appropriatelyG3HG5H as many employees tend to be unsatisfied 1ith the PA process.G54H PAs created in and determined as useful in the Bnited "tates are not necessarily able to be transferable cross!culturally. G55H
Potential Benefits of Performance Appraisals

%here are a number of potential benefits of organi>ational performance management conducting formal performance appraisals )PAs,. %here has been a general consensus in the belief that PAs lead to positi.e implications of organi>ations.G5EH -urthermore, PAs can benefit an organi>ation/s effecti.eness.G57H One 1ay is PAs can often lead to indi.idual 1or(ers feedbac( about their =ob performance.G3H -rom this may spa1n se.eral potential benefits such as the indi.idual 1or(ers becoming more producti.e.G59H Other potential benefits include6

#acilitation of communication$ communication in organi%ations is considered an essential function of wor&er motivation.'() It has been proposed that feedbac& from PAs aid in minimi%ing employees* perceptions of uncertainty.'+,) #undamentally feedbac& and management"employee communication can serve as a guide in -ob performance.'() .nhancement of employee focus through promoting trust$ behaviors thoughts and/or issues may distract employees from their wor& and trust issues may be among these distracting factors.'+0) 1uch factors that consume psychological energy can lower -ob performance and cause wor&ers to lose sight of organi%ational goals.'() Properly constructed and utili%ed PAs have the ability to lower distracting factors and encourage trust within the organi%ation.'+2) 3oal setting and desired performance reinforcement$ organi%ations find it efficient to match individual wor&er*s goals and performance with organi%ational goals.'() PAs provide room for discussion in the collaboration of these individual and organi%ational goals.'+4) 5ollaboration can also be advantageous by resulting in employee acceptance and satisfaction of appraisal results.'+6) Performance improvement$ well constructed PAs can be valuable tools for communication with employees as pertaining to how their -ob performance stands with organi%ational e7pectations.'+,) 8At the organi%ational level numerous studies have reported positive relationships between human resource management (9R:) practices;'() and performance improvement at both the individual and organi%ational levels. <etermination of training needs$ 8.mployee training and development are crucial components in helping an organi%ation achieve strategic initiatives=.'()'+() It has been argued that for PAs to truly be effective post"appraisal opportunities for training and

development in problem areas as determined by the appraisal must be offered.',>) PAs can especially be instrumental for identifying training needs of new employees.'0) #inally PAs can help in the establishment and supervision of employees* career goals.'+,)

An increment is an increase of some amount, either fixed or .ariable. -or example oneCs salary may ha.e a fixed annual increment or one based on a percentage of its current .alue. A decrease is called a decrement. Increment or incremental may also refer to6

?radual change, as opposed to massi.e, instant change Incrementalism, a theory Incremental inno.ation Incremental health ris(, in en.ironmental remediation Incremental dating Incremental reading Incremental sheet forming

A promotion is the ad.ancement of an employeeCs ran( or position in an organi>ational hierarchy system. Promotion may be an employeeCs re1ard for good performance, i.e., positi.e appraisal. #efore a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee 1ith inter.ie1s and tests and them training or on!the!=ob experience. A promotion can in.ol.e ad.ancement in terms of designation, salary and benefits, and in some organi>ations the type of =ob acti.ities may change a great deal. %he opposite of a promotion is a demotion.

In the field of human resource management, training and de#e"opment is the field 1hich is concerned 1ith organi>ational acti.ity aimed at bettering the performance of indi.iduals and groups in organi>ational settings. It has been (no1n by se.eral names, including human resource de#e"opment, and "earning and de#e"opment.G5H 0arrison that the name 1as endlessly debated by the Chartered Institute of Personnel and &e.elopment during its re.ie1 of professional standards in 5333'7444. FEmployee &e.elopmentF 1as seen as too e.ocati.e of the master!sla.e relationship bet1een

employer and employee for those 1ho refer to their employees as FpartnersF or FassociatesF to be comfortable 1ith. F0uman $esource &e.elopmentF 1as re=ected by academics, 1ho ob=ected to the idea that people 1ere FresourcesF L an idea that they felt to be demeaning to the indi.idual. E.entually, the CIP& settled upon FLearning and &e.elopmentF, although that 1as itself not free from problems, FlearningF being an o.ergeneral and ambiguous name. *, the field is still 1idely (no1n by the other names.G