Bunge India Pvt. Ltd is an enterprise that started out as a modest single product
company. Foresight, planning, and sound business ethics are behind our company’s
phenomenal growth path. Today, we are a multiproduct organi!ation with business
interests in diverse geographies and an enviable mar"et penetration. #ith a wide range
$dible %ils and Fats, distributed through more than &'(( dealers across )(( cities, and a
turnover appro*imating +(( ,rores, we can sa-ely say, .our mar"et penetration is
unparalleled in the Industry’.
Bunge is a leading agribusiness and -ood company with integrated operations that circle
the globe, stretching -rom the -arm -ield to the retail shel-.
• originating oilseeds and grains -rom the world/s primary growing regions and
transporting them to customers worldwide0
• crushing oilseeds to ma"e meal -or the livestoc" industry and oil -or the -ood
processing, -ood service and bio-uel industries0
• producing bottled oils, mayonnaise, margarines and other -ood products -or
• crushing sugarcane to ma"e sugar, ethanol and electricity0
• milling wheat and corn -or -ood processors, ba"eries, brewers and other
commercial customers0 and
• selling -ertili!er to -armers.
Bunge India Pvt Ltd was established in &+1+. It all started with the production o-
vanaspati 2hydrogenated vegetable oils3, when the vanaspati unit at 4a5pura in Pun5ab
became operational. #e had an initial capacity o- &((6T per day, today it has grown to
78(6T per day. #e have also traveled a long way -rom the days when we were
manu-acturing only vanaspati. 9nder the umbrella o- .:I;;I re-ined %ils’, we
manu-acture :roundnut, ,ottonseed, 4ice Bran, <oyabean, 6ustard, <un-lower %il,
amongst others. These %ils were introduced to meet the varied demands o- our
consumers. .:I;;I’ has established itsel- as a very well "nown brand in this part o- the
country. #e have e*panded the .:=:=;’ Brand too, by adding >achi :hani 6ustard
%il, <alt and 4ice to it’
I; '? @une '((?, 9<based agribusiness and -ood company Bunge has announced that
it has signed a memorandum o- understanding with Aindustan Lever to acBuire the
Indian consumer goods -irm’s edible oils and -ats businesses based in Bangalore, India.
In '' <ep. '((?, 9< agribusiness giant Bunge has announced that its Indian subsidiary,
:ee Pee ,eval Proteins and Investment, has acBuired the Indiabased assets o- Prestige
In &8 %ct. '((7, 9< agribusiness Bunge is to invest between 9<C&((m and C'((m in
India over the ne*t -ive years, its Indian subsidiary has said.
In '& Dec. '(&&, 9< agribusiness giant Bunge is set to buy the edible oils and -ats
business o- India/s =mrit Banaspati.
Bunge/s -ive core values re-lect who wor"ers are and what they do.
They ensure the e--ectiveness o- integrated and decentrali!ed approach and help us
achieve purpose o- improving the global agribusiness and -ood chain.
Honesty and fairness guide every action.
value individual excellence and work as a team for the benefit of Bunge
and stakeholders.
Citi"en#$i%contribute to the development of individuals and the social and economic
fabric of communities, and act as stewards of the environment.

prize individual initiative to meet opportunities and deliver results.
O%enne## an' Tr&#t
open to other ideas and opinions, and trust its colleagues(
,ompany strategy capitali!es on the -undamentals that drive its industry. It is
strengthening its core businesses in "ey origin and destination mar"ets, e*panding into
ad5acent growth businesses where it can leverage its strengths, and -ocusingon
operational e*cellence.
 B=L=;,$D DI$T
 B%DE 6=<< I;D$F 2B6I3
 TEP$< %F F=T<
= balanced diet contains carbohydrates, proteins, -at, vitamins, mineral salts and -ibre in
the right proportions. = diet that lac"s in one or the other o- these ingredients creates
imbalances in the body. <ometimes these imbalances can create serious ailments.
• ,arbohydrates
• Proteins
• Fats
• Gitamins
• 6inerals
• Fibre
,learly there’s good and bad. There-ore, it’s best to eat cautiously and stri"e a balance.
=ccording to the ;ational Institute o- ;utrition, Ayderabad, the upper limit o- -at in the
diet should not e*ceed '8?(H o- your calories.
Body 6ass Inde* 2B6I3 is a -ormula used to e*press body weight in relation to height.
B6I eBuals weight in "ilograms divided by height in meters sBuared.
• ,alculate your B6I
Eour Aeight 2In ,entimetres3 I B6I
Eour #eight 2In >ilograms3
= body mass inde* o- less than '8 is considered normal and one o- over ?( implies
9nderweight I J&).8
;ormal weight I &).8'7.+
%verweight I '8'+.+
%besity I B6I o- ?( or greater
#hat do we understand by -at and what are the various types commonly "nownK
Fats L %ils Fats and oils belong to a group o- substances called lipids, and have
common molecular structure with the same bene-its or disadvantages. The only
di--erence is that -ats are solid at room temperature and oils are liBuid.
Depending on the changing bonds they are categorised as M
• <aturated Fats
• 6ono 9nsaturated Fats
• 9nsaturated Fats
• Trans Fats
• Polyunsaturated Fats
=G%ID $F,$<<IG$ 4$9<$ %F %IL< #hen oils are reused
again and again several times they become carcinogenic. This simply means bidding
-arewell to those potato and banana chips which we generally pic" up -rom the corner.




B&#ine## O/er/iew
Bunge is a leading global agribusiness and -ood company with operations on si*
continents and a diverse port-olio o- products ranging -rom bottled vegetable oils to
electricity. Bunge operates in -our business segments: agribusiness, sugar L bioenergy,
-ood L ingredients and -ertili!er.
In agribusiness, the world is Bunge/s mar"et seven billion people and counting.
B&nge1# agri0&#ine## %eratin#2

• purchase grains and oilseeds -rom -armers
• store, transport and sell raw commodities to end
customers in domestic and e*port mar"ets
• process oilseeds into protein meals and crude vegetable oil -or sale to livestoc"
producers, -eedmillers, -ood processors, the bio-uels industry and other customers
• provide -inancial services, ris" management and logistics services to end customers
• e*ecute ris" management strategies -or Bunge
Bunge entered the global sugar mar"et as a trader in '((1, and has since built a strong
position as a producer and mar"eter o- sugar and ethanol.

The mills are located close to main domestic mar"ets in
Bra!il and have access to e*port logistics systems, positioning Bunge to capture
increasing demand -or sugar and sugarcane ethanol in Bra!il and beyond.

Bunge also produces oilseedbased biodiesel at 5oint venture -acilities
in the =mericas and $urope, and has investments in a small number o- corn ethanol
plants in the 9nited <tates.
Food L Ingredients is comprised o- two businesses edible oils and milling with
operations in ;orth and <outh =merica, $urope and =sia.
The edible oils business produces specialty oils and -ats,
margarines, mayonnaise, shortenings and whipped toppings -or sale in -oodservice, -ood
processor and retail mar"ets.
The milling business creates milled wheat, corn and rice
products -or -ood processors, ba"eries, brewers, snac" -ood producers and other
Integration is very important to our -ood products business. By sourcing
oilseeds and grains -rom our agribusiness unit, and by utili!ing the same
logistics systems, we improve e--iciency.

Fertili!er is a strategic part o- our business, with strong commercial and logistics
lin"ages to our agribusiness operations.
Bunge sells blended ;P> 2nitrogen, phosphate and potassium3 -ertili!er -ormulas, mi*ed
nutrients and liBuid -ertili!er products to -armers and distributors in ;orth and <outh

In Bra!il, we operate blending and distribution -acilities, as well
as a port terminal. In =rgentina, we have phosphate and nitrogen production, as well as
blending and distribution operations. In the 9.<., we are developing a wholesale
business that leverages our established agribusiness networ" and logistics e*pertise.

In 6orocco, one o- the world/s largest suppliers o- phosphates,
we participate in a 5oint venture that produces intermediate phosphate products -or
e*port to <outh =merica.
Bunge serves local mar"ets in a host o- di--erent countries and -acilitates international
trade by lin"ing areas o- agricultural production and consumption.

Through its hundreds o- -acilities and thousands o- dedicated
employees, Bunge is an integral part o- agribusiness and -ood mar"ets on si* continents.
Nrt$ Ameri4a5 ;orth =merica is a ma5or agricultural e*porter and a signi-icant mar"et
-or agricultural commodities, -ood, -ertili!er and bio-uels products.
In Nrt$ Ameri4a6 B&nge $a# agri0&#ine##6 7' ) ingre'ient# an'
7erti8i"er %eratin#6 a# we88 a# in/e#tment# in 0ienergy(
<outh =merica Due to its abundant land, rain and s"illed agricultural sector, <outh
=merica is -ast becoming the world/s leading agricultural e*porter.
In <outh =merica, Bunge operates the -ull spectrum o- its businesses: agribusiness,
sugar L bioenergy, -ood L ingredients and -ertili!er.
E&r%e5 $urope is a ma5or importer and consumer o- oilseeds and related products. It
is also a large and growing mar"et -or commercial and consumer -ood products, as well
as bio-uels. $astern $urope is one o- the world/s most signi-icant and -astestgrowing
e*porters o- wheat and other grains.
Bunge has built a substantial business in $urope in the past decade.
Today our agribusiness and -ood L ingredients operations stretch -rom Portugal to
4ussia, and Bulgaria to Finland.
A#ia Pa4i7i45 #ith growing economies and e*panding per capita income, =sia is a driver
o- global growth in demand -or agricultural commodities and -ood products.
Bunge is a ma5or importer o- commodities to =sia and trusted partner to
customers and communities on the ground. #e are committed to being a productive part
o- the dialogue on -ood security in the region and to providing solutions -or customers.
A7ri4a ) Mi''8e Ea#t The 6iddle $ast and ;orth =-rica are two o- the -astest
growing regions -or grain imports in the world, and <ub<aharan =-rica presents uniBue
opportunities -or growth in agricultural production, e*ports and domestic consumption.
Bunge has long been a leading supplier o- grains, edible oils and
other products to the 6iddle $ast and ;orth =-rica. In '(&& we signed an agreement to
-orm a 5oint venture in <outh =-rica, which will be our -irst entry into <ub<aharan
=-rica/s grain and oilseed trade.
Cari00ean5 The ,aribbean is a small but growing mar"et -or agricultural
Bunge Latin =merica serves the ,aribbean -rom shipping points in ;orth
and <outh =merica, o--ering customers access to commodities li"e vegetable oils, corn,
wheat, soybeans and soybean meal yearround.
Cm%ari#n 7 9 Year C&m&8ati/e Tta8 Ret&rn
A##&me# Initia8 In/e#tment 7 :;<<
De4em0er =<;;
Bunge India has announced the acBuisition o- the edible oils and -ats business o-
=mrit Banaspati.
The acBuisition includes a manu-acturing -acility in the state o- Pun5ab, rights to
onsumer brands and trademar"s M including =mrit, :agan and :inni M and a strong
distribution networ".
=mrit Banaspati employees engaged in the edible oils and -ats business will
move to Bunge once the transaction is complete.
Bunge plans to build on the strong heritage o- the brands it is acBuiring, and
e*pand its distribution reach and manu-acturing base in India.
The company aims at success-ully meeting the varied needs o- the Indian
consumers. The ,ompany has continuously $ndeavored to bring new products to the
Indian ,onsumer the ,ompany stayed close to its roots nature and it has been a plat-orm
-or its success -or several years.
Mi##in Statement
The mission statement o- Bunge India Pvt Ltd. 4a5pura is .’To produce and sell
goods and service to achieve the highest return on sales in the Industry to total
satis-action o- customers , employees and <hare holders in that order.
4a5pura ,Branch o- Bunge India Pvt Ltd ltd has a good Nuality control system
together with 4esearch and Development which is comparable to its best in the Industry.
It is to the ,redit o- its good Nuality ,ontrol system and e--icient 4 and D Department,
that Bunge India Pvt Ltd, 4a5pura has been honoured and awarded .’’The =merican
International Nuality ,erti-icate =nd :old 6edal.’’
The relationship between $mployer and employee or trade unions is called Industrial
4elation. Aarmonious relationship is necessary -or both employers and employees to
sa-eguard the interests o- the both the parties o- the production. In order to maintain
good relationship with the employees, the main -unctions o- every organi!ation should
avoid any dispute with them or settle it as early as possible so as to ensure industrial
peace and higher productivity. Personnel management is mainly concerned with the
human relation in industry because the main theme o- personnel management is to get
the wor" done by the human power and it -ails in its ob5ectives i- good industrial relation
is maintained. In other words good Industrial 4elation means industrial peace which is
necessary -or better and higher productions.
= man wor"ing in a healthy atmosphere can produce more. #ithin an industry there is a
hierarchy among the people. From the very beginning there is always a gap between
have and havenots. In order to bring harmonious relation between the management,
wor"ers and unions -or the sa"e o- industry as well as -or the nation, positive relation
within an industry is e*pected. There-ore the term OI;D9<T4I=L 4$L=TI%;P came
into limelight.
Industrial 4elation is a ma5or -orce which in-luences the social, political and economic
development o- a country .6anaging industrial relations is a challenging tas" because it
deals with a highly comple*, -ast developing, ever changing and e*panding -ield. There
are certain -actors such as composition o- wor"ing class, wor" environment, socio
economic status o- the wor"ers and their attitude to wor", management/s ideology, role
o- the state, thin"ing o- the community etc which have a considerable bearing on the
state o- relationship between labour and management. Di--erent labour enactments and
5udicial decisions playa ma5or role in regulating the employer employee relationship. It
creates an atmosphere in which the human system will operate harmoniously in a
coordinated way. >eeping in view the di--erent aspects o- industrial relations, an attempt
has been made in this pro5ect to provide a multi dimensional approach to the sub5ect.
Industrial relations is de-ined as the employeremployee relationships covered
speci-ically under collective bargaining and industrial relation laws. It also encompasses
other organisations such as governments, institutions and organi!ations that directly or
indirectly regulate the industrial relations system
Industrial relations re-er to the relationship between employees and employers. It is o-ten
"nown as employment relations and is divided in three0 ethical, problem solving and
science building. = breach in industrial relations can result to an industrial dispute
whereby one party ta"es industrial action.
• =ccording to T$=D and 6$T,=LF$:
OIndustrial 4elation are the composite result o- the attitudes approaches o- employers
and employees towards each other with regard to planning, supervision, direction and
coordination o- the activities o- an organi!ation with a minimum o- human e--orts and
-rictions with an animating spirit o- cooperation and with proper regard -or the genuine
well being o- all members o- the organi!ation.
• =ccording to D=L$ E%D$4:
OIndustrial 4elation is a whole -ield o- relationship that e*ists because o- the necessary
collaboration o- employees in the employment process o- an industry.O
• =ccording to =LL=; FL=;D$4:
OThe sub5ect o- industrial relations deals with certain regulated or institutionali!ed
relationships in industry .O
• =ccording to Pro-essor ,L$:::
OIndustrial 4elations are the rules governing employment together with the ways in
which the rules are made and changed and their interpretation and administration.O
'. QIndustrial relations is that part o- management which is concerned with the man
power o- the enterprise whether machine operator, s"illed wor"er or manager‖. ethel,
From the above de-initions we -ind Industrial 4elations as:
i3 The term stood -or manpower o- the enterprise i.e. the employee M employer
relationship in an industry.
ii3 Later on the relations get created at di--erent levels o- the organi!ation by the
diverse, comple* composite needs, aspirations, attitudes and approaches among
the participants.
iii3 The parties actively associated with any industrial relation are the wor"ers, the
management, the organi!ations o- wor"ers and managements, and the <tate.
iv3 It denotes all types o- inter group and intra group relations within industry,
both -ormal as well as in-ormal.
I3 P=4TI,IP=;T<: The participants in the industrial relations sphere are
composed o- duly recogni!ed representatives o- the parties interacting in several
roles within the system. It includes
a. Employee Relation It includes the comple* relationship among the
b. abour Relation It includes the relationship between management and
Trade 9nion.
c. !ublic Relation It includes the relationship o- industry with the entire
community as a whole.
'3 I<<9$<: The power interactions o- the participants in a wor"place create
industrial relation issues. These issues and the conseBuences o- power
interactions -ind their e*pression in a web o- rules governing the behaviour o- the
parties at a wor"place. :
?3 <T49,T94$: The structure consists o- all -orms o- institutionali!ed behaviour
in a system. The structure may include collective procedures, grievance
settlement practices etc. legal enactments relevant to power interactions may also
be considered to be a part o- the structure.
73 B%9;D=4I$<: In systems analysis, it is possible to -ind an issue which one
participant is totally indi--erent to resolving while, at the same time, the other
participant is highly concerned about resolution o- the same. These issues may
serve to delimit systems boundaries.
= -ew notable -eatures pertaining to Industrial 4elations are as under:
&. CAN NOT EMERGE IN VACUUM: Industrial 4elation do not emerge in
vacuum they are born o- employment relationship in an industrial setting.
#ithout the e*istence o- the two parties, i.e. labor and management, this
relationship cannot e*ist. It is the industry, which provides the environment
-or industrial relations.
are characteri!ed by both con-lict and cooperations. This is the basis o- adverse
relationship. <o the -ocus o- Industrial 4elations in on the study o- the attitudes,
relationships, practices and procedure developed by the contending parties to
resolve or at least minimi!e con-licts.
?. CAN NOT OPERATE IN ISOLATION: =s the labor and management do not
operate in isolations but are parts o- large system, so the study o- Industrial
4elation also includes vital environment issues li"e technology o- the wor"place,
country/s socioeconomic and political environment, nation/s labor policy,
attitude o- trade unions wor"ers and employers.
7. COLLECTIVE BARGAINING: Industrial 4elation also involve the study o-
conditions conductive to the labor, managements cooperations as well as the
practices and procedures reBuired to elicit the desired cooperation -rom both the
8. BASED ON RULES ) REGULATION: Industrial 4elations also study the
laws, rules regulations agreements, awards o- courts, customs and traditions, as
well as policy -ramewor" laid down by the governments -or eliciting co
operations between labor and management. Besides this, it ma"es an indepth
analysis o- the inter-erence patterns o- the e*ecutive and 5udiciary in the
regulations o- labormanagements relations.
=n industrial relations system consists o- the whole gamut o- relationships between
employers and employees and employers which are managed by the means o- con-lict and
= sound industrial relations system is one in which relationships between
management and employees 2and their representatives3 on the one hand, and between
them and the <tate on the other, are more harmonious and cooperative than con-lictual
and creates an environment conducive to economic e--iciency and the motivation,
productivity and development o- the employee and generates employee loyalty and
mutual trust.
A4tr# in t$e In'&#tria8 Re8atin #y#tem2
Three main parties are directly involved in industrial relations:
Em%8yer#2 $mployers possess certain rights visRvis labors. They have the right to
hire and -ire them. 6anagement can also a--ect wor"ers’ interests by e*ercising their
right to relocate, close or merge the -actory or to introduce technological changes.
Em%8yee#2 #or"ers see" to improve the terms and conditions o- their employment.
They e*change views with management and voice their grievances. They also want to
share decision ma"ing powers o- management. #or"ers generally unite to -orm
unions against the management and get support -rom these unions.
G/ernment2 The central and state government in-luences and regulates industrial
relations through laws, rules, agreements, awards o- court and the li"e. It also includes
third parties and labor and tribunal courts.
The concepts o- Industrial 4elations are very broadbased, drawing heavily -rom a
variety o- discipline li"e social sciences, humanities, behavioral sciences, laws etc. In
-act, Industrial 4elation encompasses all such -actors that in-luence behavior o- people at
wor". = -ew such important -actors are details below:
;( .r! C8imate
Eou can set up the most researchbased A4 policies in your -irm, but employees will
still 5udge the company by how it -eels to wor" there. Loo" at how your leadership style
a--ects employees and how your managers manage employees. I- there are problems
with wor"er per-ormance among many wor"ers or other indicators such as high turnover
or absenteeism, you need to study what/s causing those conditions. <tart by introducing a
new A4 goal, such as introducing -le*ibility and participation into your management
model0 give managers and wor"ers more authority to decide how to accomplish their
=( Em%8yee Attit&'e#
Eou can use an employee survey to study the sources o- con-lict or dissatis-action in
employees. They will have a wide range o- attitudes about wor"ing -or you. It/s
important to determine i- they respect you as a leader and care about the company. These
are signs o- good employee relations and will usually produce better per-ormance.
$mployees who love the company can o-ten per-orm well even when -aced with tough
economic conditions, which may give them a bigger wor"load and -ewer pay increases.
@( Cmm&ni4atin
,ommunication acts as a "ey -actor in industrial relations. Twoway communication
between labor and capital allows wor"ers to stay -ully in-ormed o- wor"place
e*pectations as well as changes that a--ect them. 6anagement becomes aware o-
problems as they arise, rather than learning about things a-ter they have reached the
point o- crisis. They can thus address issues in a timely -ashion and "eep rumor,
innuendo and misin-ormation to a minimum.
A( Unin#
9nions can a--ect industrial relations in a number o- comple* ways. #hen a union
comes to a wor"place, individuals no longer bargain on their own. 4ather, they are
represented collectively by a third party. This can ma"e employees -eel li"e they have
more o- a voice. It can also provide a means to collectively arbitrate labor disputes.
$mployees also have a means to register discontent with parts o- their 5ob through the
grievance procedure. 9nions can also complicate matters by bringing the concerns o- a
third partyi.e. the unioninto the negotiation process
9( .age# an' Bene7it#
#ages and bene-its are perhaps the most obvious -actor a--ecting industrial relations.
#hile wages and bene-its don/t ma"e industrial relations run smoother all by themselves,
they can help employees to -eel more appreciated. Few things are more -rustrating than
wor"ing -or less than what you -eel you are worth.
B( In#tit&tin
It includes government, employers, trade unions, unions -ederations or associations,
government bodies, labor courts, tribunals and other organi!ations which have direct or
indirect impact on the industrial relations systems.
C( Met$'#
Focus on collective bargaining, wor"ers/ participation in the Industrial 4elation schemes,
discipline procedure, grievance redressal machinery, dispute settlements machinery
wor"ing o- closed shops, union reorgani!ation, organi!ations o- protests through
methods li"e revisions o- e*isting rules, regulations, policies, procedures, hearing o-
labor courts, tribunals etc.
D( Cntent#
Includes matter pertaining to employment conditions li"e pay, hours o- wor"s, leave
with wages, health, and sa-ety disciplinary actions, layo--, dismissals retirements etc.,
laws relating to such activities, regulations governing labor wel-are, social security,
industrial relations, issues concerning with wor"ers/ participation in management,
collective bargaining, etc.
E( E4nmi4 #ati#7a4tin 7 wr!er#
Psychologists recogni!e that human needs have a certain priority. ;eed number one is
the basic survival need. 6uch o- men conducted are dominated by this need. 6an wor"s
because he wants to survive. This is all the more -or underdeveloped countries where
wor"ers are still living under subsistence conditions. Aence economic satis-action o-
wor"ers is another important prereBuisite -or good industrial relations.
;<( S4ia8 an' P#y4$8gi4a8 #ati#7a4tin
Identi-ying the social and psychological urges o- wor"ers is a very important steps in the
direction o- building good industrial relations. = man does not live by bread alone. Ae
has several other needs besides his physical needs which should also be given due
attention by the employer. =n organi!ation is a 5oint venture involving a climate o-
human and social relationships wherein each participant -eels that he is -ul-illing his
needs and contributing to the needs o- other. This supportive climate reBuires economic
rewards as well as social and psychological rewards such as wor"ers/ participation in
management, 5ob enrichment, suggestion schemes, redressal o- grievances etc.
;;( Nat&re 7 in'&#try
In those industries where the costs constitute a ma5or proportion o- the total cast,
lowering down the labor costs become important when the product is not a necessity and
there-ore, there is a little possibility to pass additional costs on to consumer. <uch
periods, level o- employment and wages rise in decline in employment and wages. This
ma"es wor"ers unhappy and destroys good industrial relations.
Im%rtan4e O7 In'&#tria8 Re8atin

The healthy industrial relations are "ey to the progress and success. Their signi-icance
may be discussed as under M
;( Uninterr&%te' %r'&4tin
The most important bene-it o- industrial relations is that this ensures continuity o-
production. This means, continuous employment -or all -rom manager to wor"ers.
The resources are -ully utili!ed, resulting in the ma*imum possible production. There
is uninterrupted -low o- income -or all. <mooth running o- an industry is o- vital
importance -or several other industries0 to other industries i- the products are
intermediaries or inputs0 to e*porters i- these are e*port goods0 to consumers and
wor"ers, i- these are goods o- mass consumption.
=( Re'&4tin in In'&#tria8 Di#%&te#
:ood industrial relations reduce the industrial disputes. Disputes are re-lections o- the
-ailure o- basic human urges or motivations to secure adeBuate satis-action or
e*pression which are -ully cured by good industrial relations. <tri"es, loc"outs, goslow
tactics, gherao and grievances are some o- the re-lections o- industrial unrest which do
not spring up in an atmosphere o- industrial peace. It helps promoting cooperation and
increasing production.
@( Hig$ mra8e
:ood industrial relations improve the morale o- the employees. $mployees wor" with
great !eal with the -eeling in mind that the interest o- employer and employees is one
and the same, i.e. to increase production. $very wor"er -eels that he is a coowner o- the
gains o- industry. The employer in his turn must reali!e that the gains o- industry are not
-or him along but they should be shared eBually and generously with his wor"ers. In
other words, complete unity o- thought and action is the main achievement o- industrial
peace. It increases the place o- wor"ers in the society and their ego is satis-ied. It
naturally a--ects production because mighty cooperative e--orts alone can produce great
A( Menta8 Re/8&tin
The main ob5ect o- industrial relation is a complete mental revolution o- wor"ers and
employees. The industrial peace lies ultimately in a trans-ormed outloo" on the part o-
both. It is the business o- leadership in the ran"s o- wor"ers, employees and :overnment
to wor" out a new relationship in consonance with a spirit o- true democracy. Both
should thin" themselves as partners o- the industry and the role o- wor"ers in such a
partnership should be recogni!ed. %n the other hand, wor"ers must recogni!e
employer’s authority. It will naturally have impact on production because they recogni!e
the interest o- each other.
9( Re'&4e' .a#tage
:ood industrial relations are maintained on the basis o- cooperation and recognition o-
each other. It will help increase production. #astages o- man, material and machines
are reduced to the minimum and thus national interest is protected.
B( New Prgramme#
;ew programmes -or wor"ers development are introduced in an atmosphere o- peace
such as training -acilities, labor wel-are -acilities etc. It increases the e--iciency o-
wor"ers resulting in higher and better production at lower costs.
Thus, it is evident that good industrial relation is the basis o- higher production with
minimum cost and higher pro-its.
The main ob5ectives o- industrial relations system are:
;( T #a7eg&ar' t$e intere#t 7 8a0r an' management
To sa-eguard the interest o- labor and management by securing the highest level
o- mutual understanding and goodwill among all those sections in the industry
which participate in the process o- production.
=( T a/i' in'&#tria8 4n78i4t r #tri!e
To avoid industrial con-lict or stri"e and develop harmonious relations, which are
an essential -actor in the productivity o- wor"ers and the industrial progress o- a
@( T rai#e %r'&4ti/ity
To raise productivity to a higher level in an era o- -ull employment by lessening
the tendency to high turnover and -reBuency absenteeism.
A( T Maintain G' Re8atin#
= "ey ob5ective o- industrial relations is to avoid and manage disputes. Disputes
between labor and management cause damage to both business and wor"ers, so
industrial relations practitioners aim to develop practices to reduce -riction and
resolve wor"place issues. Practices include developing guidelines on
communication, consultation, collective bargaining and clear grievance
procedures. They can also include government involvement in union negotiations
and in developing national policies on handling disputes.
9( In4rea#e' Pr'&4ti/ity
Increased productivity not only helps business but it can also lead to a growing
economy, which bene-its labor and, ultimately, the entire population. Poor
industrial relations can lead to stri"es and wal"outs, which lead in turn to low
productivity and high costs to employer, employee and consumers.
B( S4ia8 O0Ge4ti/e#
Industrial relations practitioners aim to improve wor"ing conditions and to
improve aspects o- social protection such as better wages, sa-er wor"ing
conditions, elimination o- child labor and improvements to employee health and
social security. By improving wor"ing conditions, -rictions between labor and
management lessen and society as a whole bene-its. %n the governmental level,
industrial relations wor"ers aim to shape the ways that businesses respond to
challenges such as technological advances and economic changes.
C( T e#ta08i#$ an' %rmte t$e grwt$
To establish and promote the growth o- an industrial democracy based on labor
partnership in the sharing o- pro-its and o- managerial decisions, so that ban
individuals personality may grow its -ull stature -or the bene-it o- the industry
and o- the country as well.
D( T e8iminate r minimi"e t$e n&m0er 7 #tri!e#,
To eliminate or minimi!e the number o- stri"es loc"outs and gheraos by
providing reasonable wages, improved living and wor"ing conditions, said -ringe
E( T im%r/e t$e e4nmi4 4n'itin# 7 wr!er# in t$e eHi#ting #tate 7
in'&#tria8 management# an' %8iti4a8 g/ernment.
;<( C88e4ti/e Bargaining
,ollective bargaining is the negotiating process to reach a labor union contract,
or a collective bargaining agreement. =side -rom a union organi!ing campaign,
contract negotiations o-ten are contentious. Labor union representatives and
management representatives engage in a twoway e*change o- proposals and
concessions to reach an agreement. #hile it/s not a reBuirement o- law to reach a
mutually agreed upon labor union contract, it doesn/t serve either party/s interest
to purposely stall negotiations or re-use to bargain in good -aith. 4espect -or the
collective bargaining process is -undamental to achieving an agreement that
satis-ies the union, the employer and the employees.
;;( Grie/an4e Han'8ing
$mployers must have A4 sta-- with the e*pertise to handle employee grievances
and interact with onsite union stewards and labor representatives. For matters
that are unresolved through the typical threestep grievance process, employers
generally hire legal counsel to handle arbitration. Lawyers with e*pertise in labor
law and who are genuine advocates -or alternative dispute resolution can
e--ectively represent employers. They also can lend their e*pertise to A4 sta-- by
teaching them how to resolve -uture wor"place issues within the threestep
=n ultimate ob5ective o- good industrial relations is there-ore to provide e--icient
production o- goods and services. $--iciency reBuires meeting the needs
o- both employer and employee. Industrial relations practitioners can achieve this
ob5ective by setting terms and conditions o- employment in such a way that both
employer and employee bene-it. They can negotiate disputes be-ore they erupt
into stri"es.
Poor Industrial 4elation produces highly disBuieting e--ects on the economic li-e o- the
country. #e may enumerate the ille--ects o- poor Industrial 4elations as under:
&. M&8ti%8ier e77e4t#2
6odern industry and -or that matter modern economy are interdependent. Aence
although the direct loss caused due to industrial con-lict in any one plant may not be
very great, the total loss caused due to its multipliers e--ect on the total economy is
always very great.
'. Fa88 in nrma8 tem%
Poor Industrial 4elations adversely e--ect the normal tempo o- wor" so that wor" -ar
below the optimum level. ,osts build up. =bsenteeism and labor turnover increase.
Plants discipline brea"s down and both the Buality and Buality o- production su--er.
@( Re#i#tan4e 7 4$ange
Dynamic industrial situation calls -or change more or less continuously. 6ethods have
to be improved. $conomics have to be introduced. ;ew products have to be designed,
produced and put in the mar"et. $ach o- these tas"s involves a whole chain o- changes
and this is resisted bitterly i- these are industrial con-lict.
A( Fr&#tratin an' #4ia8 4#t
$very man comes to the wor" place not only to earn a living. Ae wants to satis-y his
social and egoistic needs also. #hen he -inds di--iculty in satis-ying these needs he -eels
-rustrated. Poor Industrial 4elations ta"e a heavy toll in terms o- human -rustration.
=3 Both management and unions should develop constructive attitudes towards each
B3 =ll basic policies and procedures relating to Industrial 4elation should be clear to
everybody in the organi!ation and to the union leader. The personnel manager
must ma"e certain that line people will understand and agree with these policies.
,3 The personnel manager should remove any distrust by convincing the union o-
the company’s integrity and his own sincerity and honesty. <uspicious, rumors
and doubts should all be put to rest.
D3 The personnel manager should not vie with the union to gain wor"ers.loyal to
both the organi!ation. <everal research studies also con-irm the idea o- dual
allegiance. There is strong evidence to discard the belie- that one can owe
allegiance to one group only.
$3 6anagement should encourage right "ind o- union leadership. #hile it is not -or
the management to inter-ere with union activities, or choose the union leadership,
its action and attitude will go a long way towards developing the right "ind o-
union leadership. S6anagement gets the union it deservesP is not 5ust an empty
• To observe the industrial relation operation and satis-action level o- the
employees in the Bunge India Pvt Ltd
• To observe the wor"ing conditions inside the Bunge India Pvt Ltd
• To observe the di--erent wel-are schemes provided by the Bunge India Pvt. Ltd
• To observe the grievance handling procedure inside the Bunge India Pvt. Ltd
;( F4&# an' O0Ge4ti/e# 7 %rGe4t
Focus o- my study is to highlight the signi-icance o- human 4esource with
-ollowing ob5ectives:
2a3 Auman beings are comple* in nature with potential to grow This resource is
creative and has the ability to contribute in -urther in the cause o- human lives.
2b3 The organi!ation reBuire to demonstrate due concern to 4ecruit L select reBuired
talent -or the organi!ational progress.
Re#ear4$ De#ign
The 4esearch design is the blue print -or the -ul-illment o- ob5ectives and
answering Buestions. It is -ramewor" which determines the course o- action towards the
collection and analysis o- reBuired data. It is a master plan speci-ying the method and
procedures -or collecting and analy!ing the method in-ormation. Descriptive 4esearch is
used in this study, as the main aim is to describe characteristics o- the phenomenon or a
Data C88e4tin
The <ources o- data includes :
&. Primary Data <ources.
'. <econdary Data <ources.
Primary Data S&r4e#2 5 Primary Data has been ,ollect directly -rom sample
respondents through Buestionnaires with the help o- interview.
Se4n'ary Data S&r4e#25 <econdary data sources are those which has already been
used and "ept as records li"e website o- company, manuals reports etc.
Sam%8e De#ign25 <ample design is de-inite plan determines be-ore any data is actually
obtained -or a sample -rom a given population.
Target Population : $mployers
<ample 9nit : Individual
<ampling TechniBue : ,onvenient sampling
<ample si!e : 8( respondent
Garious limitations o- the study are:
2=3 Garious Parameters used in the pro5ect may not be &((H realistic.
2B3 The sample si!e ta"en over a limited period may have a margin o- error.
2,3 Time constraint in the pro5ect.
2D3 The sample collected is very small compared to the population o- the company.
Thus it may not bring out the e*act analysis.
2$3 <ome o- the respondents do not react -avorably to the Buestionnaires.
2F3 It is possible that respondents might have tried to maintain consistency in terms o-
their responses.
2:3 Time o- 71 wee"s are also very less -or the study.
T%T=L ;% %F 4$<P%;D$;T< I7(
&3 =re you satis-ied with the #or"ing ,ondition in Bunge India Pvt LtdK
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D &8 ?T.8
DI<<=TI<FI$D '8 1'.8
'3 =re you aware o- all the #el-are schemes provided by Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
E$< ?8 )T.8
;% 8 &'.8
?3 =re you satis-ied with the wages and incentives provided by Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D ?( T8
DI<<=TI<FI$D &( '8

73 =re you satis-ied with the provision o- canteen at your wor"place provided by Bunge
India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D '8 1'.8
DI<<=TI<FI$D &8 ?T.8
83 =re you satis-ied the Drin"ing #ater -acility in Bunge India Pvt LtdK
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D ?' )(
DI<<=TI<FI$D ) '(
13 =re you satis-ied with compensation provided by Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D &T 7'.8
DI<<=TI<FI$D '? 8T.8
T3 =re you satis-ied with the medical bene-its provided by Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D &) 78
DI<<=TI<FI$D '' 88
)3 =re you satis-ied retirement bene-its provided by Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D ) '(
DI<<=TI<FI$D ?' )(
+3 =re you satis-ied with the recreation -acilitiesK
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D 8 &'.8
DI<<=TI<FI$D ?8 )T.8
&(3 =re you satis-ied with the transport -acilities provided in Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D '7 1(
DI<<=TI<FI$D &1 7(

&&3 Is there any "ind o- grievance handling procedure in Bunge India Pvt Ltd.K
I. 4. 4ating Total 4espondents H o- 4espondents
E$< 7( &((H
;% ( (H
&'3 =re you satis-ied with the grievance handling process o- the companyK
I. 4. 4ating Total 4espondents H o- 4espondents
<=TI<FI$D '7 1(
DI<<=TI<FI$D &1 7(
&3 ?T.8H $mployees are satis-ied, and 1'.8H dissatis-ied with the wor"ing
condition provided by the Bunge India Pvt Ltd.
'3 6a5ority o- $mployees are aware about the wel-are schemes provided by the
Bunge India Pvt Ltd
?3 6a5ority o- $mployees are satis-ied with the salary and incentives provided by
the Bunge India Pvt Ltd.
73 1'.8H $mployees are satis-ied, with the rest room -acility provided by the Bunge
India Pvt Ltd
83 6a5ority o- $mployees are satis-ied with the drin"ing water -acility provided by
the Bunge India Pvt Ltd.
13 6a5ority o- $mployees are satis-ied with their 5ob pro-ile.
T3 7'.8H o- $mployees are satis-ied, 8T.8H are dissatis-ied with the compensation
provided by the Bunge India Pvt Ltd.
)3 6a5ority o- $mployees are dissatis-ied with the medical bene-its provided by the
Bunge India Pvt Ltd.
+3 6a5ority o- employees are dissatis-ied with the retirement bene-its provided by
the Bunge India Pvt Ltd.
&(3 6a5ority o- employees are dissatis-ied with the recreation -acilities provided by
the Bunge India Pvt Ltd.
Bunge India Pvt Ltd is growing at a very good place .=s -rom graphs it is clear
that the industrial relation operation in Bunge India Pvt Ltd. is e--ective one. There are
di--erent "ind o- wel-are schemes li"e wee"ly rest ,medical allowance, death relie- -und
are provided by the company to the employees to maintain the industrial relation better
one . Instead o- all that there is also a e--ective grievance handling machinery -or
maintaning it.
I- the employees are in good condition then it drives their capability to give ma*imum
output to the company. Bunge India Pvt Ltd. had success-ully accomplished their target
to upli-t the standards o- the people but somewhere they lag behind to give proper
insight into the true bene-its availed to the people. In this conte*t I want to suggest some
points that are more or less based on my -indings.
&3Implementation o- the ,ode o- Discipline.
'3 I also -ound that there is no medical %--icer. This is needed to provide Buic" action in
case o- any accident.
?3there should be need o- improvement in recreation -acilities provided by the Bunge
India Pvt Ltd.
73there should need to increase the retirement bene-its provided by the Bunge India Pvt
6anual and boo"s:
Personnel 6anual by Bunge India Pvt Ltd..
Industrial 4elations L Labour laws 2-ourth edition3 by < , <rivastava
Personnel 6anagement by <.>. :upta
Auman 4esource 6anagement 2second edition3 by G.<.P. 4ao
<earch $ngine:".com

$mployee ;ame: VVVVVVVVVVVVVVV Designation: VVVVVVVVVVV
&3 =re you satis-ied with the #or"ing ,ondition in Bunge India Pvt LtdK
a3Ees b3;o
'3 =re you aware o- all the #el-are =ctivities in Bunge India Pvt LtdKK
a3Ees b3;o
?3 =re you satis-ied with the wages and incentives provided by Bunge India Pvt Ltd.K
a3Ees b3 ;o
73 =re you satis-ied with the provision o- toilets at your wor"placeK
a3Ees b3;o
83 =re you satis-ied the Drin"ing #ater -acility in Bunge India Pvt LtdK
a3Ees b3 ;o
13 =re you satis-ied with the compensation provided by Bunge India Pvt LtdK
a3Ees b3;o
T3 =re you satis-ied with the medical bene-its provided by Bunge India Pvt LtdK
a3Ees b3;o
)3 =re you satis-ied retirement bene-its provided by Bunge India Pvt LtdK
a3Ees b3;o
+3 =re you satis-ied with the recreation -acilities provided by the companyK
a3Ees b3;o
&(3=re you satis-ied with the transport -acility provided to you by the Bunge India Pvt
a3yes b3;o
&&3Is there any "ind o- grievance handling procedure provided to you by the Bunge
India Pvt LtdK
a3yes b3;o
&'3=re you satis-ied with the grievance handling procedure provided to you by the
a3yes c3;o