UNIVERSITY OF MUMBAI

PROJECT REPORT ON

THE STUDY ABOUT GENERAL MANAGEMENT ACTIVITIES AT SEL

IN PARTIAL FULLFILMENT FOR BACHELORS OF

MANAGEMENT STUDIES

2010-11

PROJECT GUIDE

PROF.PRERNA SHARMA

SUBMITTED BY:

ANTHONY JOHNSON

ROLL NO: B-3402

SPECIALISATION IN

GENERAL CATEGORY

MAHATAMA EDUCATION SOCIETY’S

PILLAI’S COLLEGE OF ARTS, COMMERCE & SCIENCE
NEW PANVEL

MAHATAMA EDUCATION SOCIETY’S

1
PILLAI’S COLLEGE OF ARTS, COMMERCE, SCIENCE.
NEW PANVEL

CERTIFICATE

To whomsoever it may concern

This is to certify that the work entered in this journal is the work
of MASTER ANTHONY JOHNSON OF CLASS T.Y.BMS; I
have successfully completed a project report on THE STUDY
ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY

LIMITED in the year 2010 - 2011 in college as laid down by the

college authority.

_____________ __________
Professor/Guide BMS Co-ordinator
(PROF.PRERNA SHARMA) (PROF.PRERNA SHARMA)

___________
Date: __________ External Examiner

2
 DECLARATION

I, MASTER ANTHONY JOHNSON student of TYBMS,

MAHATAMA EDUCATION SOCIETY’S PILLAI’S
COLLEGE OF ARTS, COMMERCE & SCIENCE, hereby
declare that I have completed the project report on THE STUDY
ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY

LIMITED in the academic year 2010 - 2011. The information

submitted by me is true to the best of my knowledge.

__________
Signature

3
 INDEX

INDEX CONTENTS PAGE NO.

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY

Chapter 1 INTRODUCTION & METHODOLOGY & 08

OBJECTIVE OF THE PROJECT

Chapter 2 INDUSTRY PROFILE 12

Chapter 3 COMPANY PROFILE: SUZLON 18

3.1 Suzlon Energy Ltd - Overview

3.2 Corporate Philosophy

3.3 Company Information

3.5 History of Suzlon

3.6 Organization Chart

3.7 Awards & Contribution

3.8 Supplier, Clients & Competitors

Chapter 4 COLLECTION & ANALYSIS OF DATA 41

Chapter 5 INTERPRETATION OF DATA 43

Chapter 6 HUMAN RESOURCE DEPARTMENT 45
Chapter 7 CONCLUSION 83
Chapter 8 GLOSSARY 84

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Chapter 10 APPENDICES 85

10.1 Bibliography

10.2 Wibliography
Chapter 11 ANNEXURE 86

11.1 Questions

11.2 News paper article

ACKNOWLEDGEMENT:

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 It was a great pleasure working on this project with a
reputed company like suzlon.

However my efforts alone could not have been sufficient

for completion of this project. I am extremely thankful to all those people
who have helped me in collecting valuable information and helped me in
completion of this project.

The foremost among them is my guide and our BMS

Co-ordinator, Prof. PRERNA SHARMA whose constant corrective
guidance and motivation enabled a focused effort towards completion of
the project.

Last but not the least; I extend my gratitude to my college

PILLAIS COLLEGE OF ARTS, SCIENCE AND COMMERCE for
providing the all needed support.

EXECUTIVE SUMMARY

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 Although windmills have been used for more than a dozen centuries for
grinding grain and pumping water, interest in large scale electric power generation has
developed over the past 50 year. A largest wind generator built in recent times was the
800 kW unit operated in France from 1958-1960. The flexible 3 blades propeller was
about 35 m in diameter and produced the rated power in a 60 km/hour wind with a
rotation speed of 47 rpm. The maximum power developed was 12 MW.

In India the interest in the windmills was shown in the last fifties and early
sixties. Apart from importing a few from outside, new designs were also developed,
but it was not sustained. It is only in the last few years that development work is going
on in many institutions. An important reason for this lack of interest in wind energy
must be that winds, in India are relatively low and vary appreciably with the seasons.
Data quoted by some scientists that for India wind speed value lies between 5 km/hr
to 15-20 km/hr. these low and seasonal winds imply a high cost of exploitation of
wind energy. Calculation based on the performance of typical windmill have indicated
that a unit of energy derived from a windmill will be at least several times more
expensive than energy derivable from electric distribution lines at the standard rates,
provide such electrical energy is at all available at the windmill site.

Suzlon Energy Limited traces its roots back to 1995, when the company took its first
step on the renewable energy stage with its incorporation. Suzlon began its journey to the
forefront of the wind energy industry with a small but significant project to supply wind
energy wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In little
over a decade, Suzlon has grown to rank as the world’s 5 th leading and Asia’s leading
manufacturer of wind turbines, with over 2,000 MW of wind turbine capacity supplied in
India and across the world. The company registered revenues of USD 867 million, and a net
worth of USD 671 million, CFD FD 2006, with a current order book exceeding USD 1.7
billion

CHAPTER 1

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 OBJECTIVE

I have prepared my project report in “SUZLON ENERGY LIMITED”, as a project

work being curriculum of BMS program. In this report I have done the report work on
“THE STUDY OF GENERAL MANAGEMENT ACTIVITIES” The objective of
this project was to get acquainted with Human Resource Development and make us
more practical. It helps us to know what role we are going to play in the real world.
While every attempt has been made so that the information contained in the project
report is as authentic as possible, there is also data that could be based on the
information collected from reliable sources.

RESARCH METODOLOGY:

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RESEARCH METHODOLOGY:

9
Research will be more of descriptive research. Descriptive research includes surveys
and facts findings enquiries of different kinds. The main purpose of descriptive
research is description of the state of affairs as it exists at present.

The main characteristics of this method are that the researcher has no control over the
variables , he can only report what has happened or what is happening.

PRIMARY DATA:

Primary research means marketers collect research data by examining the methods
used for collecting primary data. When marketers conduct research to collect original
data for their own needs it is called as primary research.

Example: data collected through questionnaire survey, brain storming, opinion poll,
discussion etc. Primary data includes;

1) Personnel interview:
Personnel interview means here the manager or top member are taken
interview to collect the data of the organization.
2) Questionnaire:
It is the method in which the questionnaire is prepared and asked to the
member of the organization.
3) Observation:
In this method through observation the data is collected.

SECONDARY DATA:

10
 It is next to primary data. This data is already collected and complied for
some other purpose by someone else other than the researcher himself. Such data may
be in the form of statistical statements, company reports, company records, bulletins,
tables etc. It is available easily, quickly and economically.

Secondary data includes:

1) Newspaper:
The data is collected from newspapers like economic times, business news etc.
2) Magazines:
The company magazines are referred for getting more information about the
company
e. g. business magazines etc.
3) Journals:
Previous record and journals are used for collecting secondary data.

CHAPTER 2

WIND-MILL INDUSTRY PROFILE

First of all we need to understand how the wind energy works.

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 Wind result from air in motion. Air in motion arises from a pressure
gradient. On a global basis one primary forcing function causing surface winds
from the poles towards the equator is convective circulation. Solar radiation heats
the air near the equator, and this low density heated air is buoyed up. At the
surface it is displaced by cooler more dense higher pressure air flowing from back
poles, In the upper atmosphere near the equator the air thus tend to flow back
toward the poles and away from the equator. The net result is a global convective
circulation with surface winds from north to south in the northern hemisphere.

It is clear from the above over simplified model that the wind is
basically caused by the solar energy irradiating the earth. This is why utilization is
considered a part of solar technology.

There is the further complication of boundary layer frictional effects

between the moving air and the earth’s rough surface. Mountains, trees, buildings,
and similar obstructions impair stream line air flow. Turbulence result and the
wind velocity in a horizontal direction markedly with altitude near the surface.

Then there is the obvious fact of land water with their unequal solar absorption
and thermal time constants. During day light the land heats up rapidly compared
to nearby sea or water bodies, and there tends to be a surface wind flow from
water to the land. At night the wild reverses, because the land surface cools faster
than the water.

Local winds are caused by two mechanisms. The first is differential

heating of land water. Solar insulation during the day is readily converted to
sensible energy of land surface but is partly consumed in evaporating some of that
water. The land mass becomes hotter than the water, which causes the air above
the land to heat up and become warmer than the air above the water. The warmer
lighter air above the land rises and mechanism of shore breezes. At night, the
direction of the breezes is reversed because the land mass cools to the sky more
rapidly than the water, assuming a clear sky. The second mechanism of local wind
is caused by hills and mountain sides. The air above the slopes heats up during the
day and cools down at night, more rapidly than the air above the flow lands. This

12
causes heated air the day to rise along the slopes and relatively cool heavy air flow
down at night.

It has been estimated that 2 per cent of all solar radiation on the face of
the earth is converted to kinetic energy in the atmosphere and that 30 per cent of
this kinetic energy occurs in the lowest 1000 m of elevation. It is thus said total
kinetic energy of wild in this lowest kilometer, if harnessed, can satisfy several
times the energy demand of country. It is also claimed that wind power is
pollution free and that its source of energy is free. Such are the seemingly
compelling arguments for wind power, not unlike those for solar power. Although
solar energy is cyclic and predictable, and even dependable in some parts of the
globe, wind energy, however, is erratic, unsteady, and often not reliable, except in
very few areas. It does however, have a place in the total energy picture,
particularly for those areas with more, or less steady winds, especially those that
are far removed from central power grids, and for small, remote domestic and
farm needs.

Because wind turbines produce rotational motion, wind energy is

readily converted into electrical energy by connecting the turbine to an electrical
generator. The combination of wind turbine generator is sometime referred to as
an aero generator. A step up transmission is usually required to much the relatively
slow speed of the wind rotor to the higher speed of an electric generator.

Although windmills have been used for more than a dozen centuries
for grinding grain and pumping water, interest in large scale electric power
generation has developed over the past 50 years. A largest wind generator built in
recent times was the 800kWe unit operated in France from 1858-1860. The
flexible 3 blades propeller was about 35 m in diameter and produced the rated
power in a 60 km/hour wind with a rotation speed of 47 rpm. The maximum
power developed was 12MWe.

Wind energy is one of America’s greatest natural resources. The U.S.

Government could plan for installation of wind turbine generation with a total

13
capacity of GW by 1985. Windmills have been used for several countries like
Netherland and Denmark where high velocity wind is available in abundant
quantity. Nearly, 30,000 house mills capacity of production 100 MW and 3000
industrial windmills generating another 100 MW operating in Denmark at the turn
of this century.

In India the nearest in the windmills was shown in the last early sixties. Apart
from importing a few from outside, new designs were also developed, but it was
not sustained. It is only in the last few years that development work is going on in
many institutions. An important reason for this lack of interest in wind energy
must be that wind, in India are relatively low and vary appreciably with the
seasons. Data quoted by some scientist that for India wind speed value lies
between 5 km/hr to 15-20km/hr. These low and seasonal winds imply a high cost
of exploitation of wind energy. Calculation based on the performance of a typical
windmill have indicated that a unit of energy derived from a windmill will be at
least several times more expensive than energy derivable from electric lines at the
standard rates, provided such electrical energy is at all available at the windmill
site.

The above argument is not fully applicable in rural areas for several reasons.
First electric power is not and will not be available in many such areas due to the
high cost of generation and distribution to small dispersed users. Secondly there is
possibility of reducing the cost of the windmill by suitable design. Lastly, on small
scales, the total first cost for serving a felt need and low maintenance cost are
more important than the unit cost of energy.

Wind energy offers another source for pumping as well as electric power
generation. India has potential of over 20,000 MW for power generation and ranks
as one of the promising countries for tapping this source. The cost of power

14
generation from wind farm has now become lower than diesel power and
comparable to thermal power in several areas of our country especially near the
coasts. Under demonstration programme271 wind pumps have been installed up
to February 1989. Sixty small wind battery chargers of capacities 300 watts to 4
kW are under installation. Likewise to stand-alone wind electric generation of 10
to 25 kW are under installation.

The Nature of the Wind

Despite the wind’s intermittent nature, wind patterns at any particular

site remain remarkably constant year by year. Average wind speeds are greater in
hilly and coastal areas than they are well inland. The winds also tend to blow more
consistently and with greater strength over the surface of the water where there is
a less surface drag.

Wind speeds increase with height. They have traditionally been

measured at a standard height of 10 meters where they are found to be 20-25%
greater than close to the surface. At a height of 60 m they may be 30-60% higher
because of the reduction in drag effect of the earth’s surface.

The Power in the Wind

Wind possesses energy by virtue of its motion. Any devices capable of

slowing down the mass of moving air, like a sail or propeller, can expert part of
the energy and convert it into useful work. Three factors determine the output
from a wild energy converter:

15
  The wind speed;
 The cross section of wind swept by rotor; and
 The overall conversion efficiency of the rotor, transmission system and
generator or pump.

No device, however well-designed, can extract all of the wind’s energy

because the wind would have to be brought to a halt and this would prevent the
passage of more air though the rotor. The most that is possible is for the rotor to
decelerate the whole horizontal column of intercepted air to about one-third of its
free velocity. A 100% efficient aero generator would therefore only be able to
convert up a maximum of around 60% of the available energy into mechanical
energy. Well designed blades will typically extract 70% of the theoretical
maximum, but losses incurred in the gearbox, transmission system and generator
or pump could decrease overall wind turbine efficiency to 35% or loss.

Wind Energy Conversion

Traditional windmill were used extensively in the middle Ages to mill grain
and lift water for land drainage watering cattle. Wind energy converters are still
used for these purposes today in some parts of the world, but the main focus of
attention now lies with their use to generate electricity. There is also growing
interest in generating heat from the wind for space and water heating and for
glass-houses but the potential market is much smaller than for electricity
generation.

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 The term “wind mill” is still widely used to describe wind energy conversion
system, however it is hardly an opt. description any more. Modern wind energy
conversion system are more correctly referred to as ‘WECS’, aero generators’,
‘wind turbine generators’, or simply ‘wind turbines’.

The fact that the wind is variable and intermittent source of energy is
immaterial for some applications such as pumping water for land drainage
provided, of course, that there is a broad match between the energy supplied over
any critical period and the energy required. If the wind blows, the job gets done; if
it does not, the job waits.

However, for many of the uses to which electricity is put, the interruption of
supply may be highly inconvenient. Operators or users of wind turbines must
ensure that there is some form of back-up to over periods when there is
insufficient (or too much) wind available. For small producers, back-up can take
the form of:

 Battery storage;
 Connection with the local electricity distribution system; or
 A stand-by generator powered by liquid or gaseous fuels.

CHAPTER 3

SUZLON: COMPANY PROFILE

Suzlon is a dynamically growing group of companies having its Corporate Head

Quarter in Pune. The company has a very strong financial and technical background,
with total commitment to Wind Power Generation, Its corporate Philosophy is:

 To be INNOVATIVE is to be creative enough to live with the changes that

time brings.
 To come to terms with altering market realities.

17
  To pioneer markets where none exists to sustain calculated risks.
 To integrate the company and their stimulus of growth.

ABOUT SUZLON

“We Are Because We Innovate”

ABOUT YOU

“You can make the difference”

SYNERGY!!

“Together we have the power to generate success”

The Name-SUZLON
SUZ- Vision of Intellectuals
LON- Financial Support
This means Vision of intellectuals combined with financial resources to transform an
idea into reality.

Mission of Suzlon

Moved to towards the state where being a socially and environmentally responsible
citizen is integrated within all our day to day to day business processes.

Establish a truly Indian company producing Windmills with Technology suitable for
India and to manufacture and market in our own brand name.

Mission

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  Minimum 20% Net Margin
 Minimum 50% Asian market share
 Minimum 60% Indian market share
 Minimum 25% Global market share
 Minimum 40% Growth

Vision of Suzlon

Suzlon is today a major force in the global wind industry, from human beginnings in
1995, to ranking 5th worldwide, with 7.7% of the global market share in just over a
decade. Already among the top five, Suzlon’s vision is to be a technology leader, to
be among top 3 wind energy companies in the world by leveraging technological
leadership and commercial acumen to exceed customer expectation and most
respectable brand which grows fast & is the most profitable company employing the
best team in the sector.

Vision Statement
 To be the technology leader in the wind energy industry.
 To be among the top 3 wind energy companies in the world.
 To be the most respected brand and preferred company for all stakeholders
 To be the best team and best workplace.
 To be the fast growing and most profitable company in the sector.

SUZLON ENERGY LIMITED- OVERVIEW

Suzlon Energy Limited traces its roots back to 1995, when the company took
its first step on renewable energy stage with its incorporation. Suzlon began journey
to the forefront of the wild energy industry with a small but significant project to
supply wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In
little over a decade, Suzlon has grown to rank as the world’s 5 th leading and India’s

19
and Asia’s leading manufacturer of wild turbine, with over 2000 MW of wind turbine
capacity supplied in India and across the world of USD 675 million, CFS FY 2006,
with current order book exceeding USD 1.7 billion.

Technology- Suzlon today develops and manufactures technologically advanced,

high-performance and cost- efficient wild turbine, to meet the diverse need customers
all around the world. In India, Suzlon offers customers’ end-to-end wind energy
solutions, including wind resource mapping site identification, site development and
installation, and finally operation & maintenance services. This allows Suzlon to offer
Indian customer economies of scale, and eliminates the need for customer
involvement in the complex process of wind farm development.

End-to End Solution –

Suzlon has developed an expertise in the full gamut of wind project planning
and execution, including wind resources mapping, site selection, technical planning
and execution of wind power project. Associate companies acquire sites indentified as
suitable for wind energy projects, and then undertake the technical implementation of
wind farm including infrastructure development, installation of WTGs and connection
of power grids.

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Wind farms-

Suzlon has developed and impletion several large-scale wind farms throughout
India the ‘integrated solution’ approach. The principal advantage of this approach is
the economy of scale: the larger the wind farm and more the number of WTGs- the
lower the infrastructure cost per-wind turbine. Similarly, larger project have lower
operation and maintenance costs per kWh due to the efficiency obtained in managing
a larger wind farm. Among Suzlon’s many large project are:

The Kutch Wind Farm, Gujarat:

Asia’s largest wind farm developed and operated by Suzlon, it has more than 750MW
of wind power Capacity, already installed, furthers capacity addition is in progress.
This wind farm comprises of Suzlon’s time tested wind turbines of 600kW, 1250kW,
and 1500kWCapacity.

The Dhule Wind Farm, Maharashtra:

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The Dhule wind farm is Asia’s second largest wind farm with an installed capacity in
excess of 675 MW. This wind farm comprises of Suzlon’s time tested wind turbines of
600kW, 1250kW and 1500kW capacity.

The Sankaneri Wind Farm, Tamil Nadu:

India’s southern peninsular region in Tamil Nadu is blessed with one of the best wind
power potential. Thanks to its unique topography that exposes it to two monsoon
seasons in a year, the windy season extends over a longer period. Suzlon’s Sankaneri
wind farm hosts more than 650MW of installed capacity. This wind farm comprises of
Suzlon’s time tested wind turbines of 350kW, 600kW, 1250kW, and 1500kW
Internationally, Suzlon has a major presence in all key market United States, the
largest market for wild energy worldwide forms Suzlon’s largest market outside of
India. In addition, Suzlon has secured several major orders from Australia, Brazil,
China, Italy, Portugal and South Korea making for a significant Suzlon presence on
all major wind energy continents.

Research & Development-

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 Suzlon has driven a focused a research and development strategy over the
years, developing a comprehensive range of wind turbine generators customized to
meet the divers need of global customers, designing products that will deliver in
variable and something extreme environmental conditions wind turbines operation in.

The company’s sophisticated in- house design and technology capabilities have led to
the development of the highly successful Multi-Megawatt series of wind turbines.
Suzlon’s product range consist of wild turbine in capacities ranging from 350 kW to
2.10 MW, and the company is

among the first in Asia to manufacture WTGs of MW and above capacity range.

In its research and development effort, Suzlon has leveraged the best of all worlds:
harnessing Europe’s long-standing leadership in wild power arena and India’s IT
expertise. Suzlon drives its R&D effort out of centers in Belgium, India, Germany and
Netherlands. The program has been driven with a clear goal of lowering the end-cost
of power from the wind; with the intent of further expanding the market and helping
power the world’s growth with clean, sustainable power.

New Products-

Suzlon aims to drive global market share growth through expanding its
product line with models customized to meet customer need as well as specific wild
regimes, as seen in the new S52 600 kW and S82 1.5 MW wind turbine models. In
addition to this, Suzlon aims to improve the cost efficiency of generating power from
wind through technology enhancements, and optimizing locations and sitting, to the
end result of maximizing power generation while driving down the cost of power
generated from the wind.

Technology Integration-

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 Suzlon, as an integrated developer of WTGs has developed design,
development and manufacturing capability for all major components, development
and manufacture of rotor blades, turbine, and tubular towers, control equipment and
nacelles covers. The company has implemented a far reaching backward-integration
strategy that has brought the manufacture of all critical components in-house. Today
the company, in association with subsidiaries, manufactures rotor blades, tower,
nacelle covers, generators, gearboxes and all other critical components in its value
chain.

Global Reach-

Suzlon’s backward integration strategy is driven from the point of view of

increasing in-house manufacturing and allied capabilities leading to lowered WTG
costs, greater quality assurance, and a secure Supply Chain. While Suzlon looks to
vertically integrate, the company is also pursuing a distributed manufacturing strategy
with dedicated manufacturing facilities set up at key locations across the world to
supply and service international high growth markets. Today, Suzlon has facilities in
Belgium, China, India, and the United States manufacturing everything from
components that go into turbine, to complete wind turbine generators, and supply

24
markets around the world. Suzlon’s integrated wind turbine manufacturing facility in
Tianjin, China; and rotor blade manufacturing facility in the Pipestone, United States
are geared to support these high growth regions with dedicated delivery capability,
enabling a flexible to the local markets, and lowered logistics costs.

Quality-

Suzlon’s design, manufacture, operations and maintenance services are

certified to ISO 9001:2000 standards by Det Norske VERITAS, and all wind turbine
models are accredited with type certifications by either Germanischer Lloyd or the
Center for Wind Energy Technology.

In line with the company’s goals to maintain world class standards across all function,
Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.
This initiative has established integrated information to have a 360-degree view of the
business, and to the firm to think, plan and act in a collaborative fashion.

Corporate Philosophy

At Suzlon, innovation is intrinsic. It is what drives us. It is our mantra, our stimulus
for growth, quite simply, we are because we innovate. Innovation at Suzlon is not
merely to product innovation. To be innovative is to:

25
  Be creative enough to live with changes that time brings.
 Come to term with dynamic market realities.
 To pioneer markets where none exist.
 To sustain calculated risk.
 To integrate the company and its people into wholesomeness and to be
competitive enough to the past present and future with a common thread.
 Serve humankind with sustainable wind power on a commercial scale.
 Focus to continuously increase efficiency and reliability of our Wind Turbines.
 Build life-long relationship with customers.
 Exceed the quality, safety and environmental standards of the industry.
 Work towards total customer satisfaction.
 Build partnership with all stake holders: employees, customers, vendors,
service providers, local communities and governments.
 Conduct business with the highest standards of ethics.

COMPANY INFORMATION

Board of directors

Tulsi R Tanti Chairman and Managing director

Girish R Tanti Whole Time Director

Ashish Dhawan Independent Director

V Raghuraman Independent Director

Pradip Kumar Khaitan Independent Director

26
Corporate Office

ONE EARTH,

5th,Floor Godrej Millennium

9,Koregaon Park Road,

Pune-411 001

Branch Offices

 Bangalore
 Chennai
 Coimbatore
 Hyderabad
 Lucknow
 Indore
 Jaipur
 Kolkata
 Mumbai
 Madurai
 New Delhi
 Rajkot
 Surat
 Tiruvananthapuram
 Vadodara
The windmill is completed by assembling following parts.

 Tower
 Rotor Blade
 Wind Turbine Generator
 Nacelle Cover
 Nose-Cone

RBU Unit production activities are started when incoming materials in the
plant. Two type of incoming materials are there Imported material comes from abroad

27
and another is Indian material. There are also come row material and Consumable
Material.

When incoming material are coming in the plant first step is all materials are
inspected by Quality Control Department, their predefined standards are match with
incoming material and QC Passed stamp is put in the document of incoming material
then store department is accept material in the store-room.

CATEGORY WISE PERSONS EMPLOYED

 In Suzlon Energy Ltd. The employees are categorized in different

grades.
These grades and the designation are given below:-

Designation Grade Category

GM & Above SM-3 &Above 1

DGM/AGM/Sr. Mgr. SM-1&SM-2 2

Mgr./ Dy. Mgr. /Asst. Mgr. M-5& M-6 3

Executive / Sr. Engr. /Sr. Officer / Engr. M-3 & M-4 4

Officer / Jr. Engr. / Trainee Engr./ Sr. Asst./ M-1& M-2 5

Sr. Tech, Supervisor / Tech / Tel. Operator /
Receptionist.
Asst. Technician / Workman / Helper /w/s M-0 6
Asst. / Peon / Drivers.

 Generally the contract workers are not taken into consideration for the
production and operation purposes. They are only meat for housekeeping and
other activities.
 Also these kinds of contracts are given to the contract agencies. They work
under the supervisor assigned by the particular agencies. Like Housekeeping
Securities etc.
 The employed workers are maintained by Head Office at Pune, by Shifting
and transferring of employee as per the needs and requirements in other sister
concerns.

28
 Employees at SUZLON Mumbai

 The RBU Mumbai as shown previously in the Organization Structure, the

employee have been categorized.
 The Following table shows the number of employee in mentioned categories:-

Grade No Of employees
M-0 46

M-1 166

M-2 10

M-3 14

M-4 6

M-5 4

M-6 4

S-1 1

Total 251

 These 251 employees are allocated to different departments as shown in the

table in the next page:-

29
 MAN POWER PLANNING (MPP)

Department Grade of No. of Department Grade No. of

employees Employees of Employees
employee
Production M-1 45 M-2 1
M-2 158 M-3 4
M-3 6 M-5 1
M-4 5 Total 6
M-5 3 HR& M-0 1
Admin.
M-6 1 M-1 2
S-1 1 Total 3
Total 220 Commercial M-1 2
M-2 1
PPC M-3 1 M-4 2
M-4 1 M-6 1
Total 2 Total 6
Logistics M-3 1
Store M-2 1 Total 1
M-3 1 Purchase M-5 1
Total 2 M-6 1
Maintenance M-1 4 Total 2
M-2 1 Training M-6 1
M-3 1 Total 1
M-5 1 System M-3 1
Total 7 Total 1

History of Suzlon

30
Suzlon has completed 25 years journey from farming to wind farming. The seed of
Suzlon was sown in the year 1978. Tulsi Tanti, a visionary, an entrepreneur, a leader, a
motivator completed his graduation in the year 1978.

The wide portfolio managed by Suzlon from 1978 to 1985 is as follows

Cold storage
Ice factory
Saree Painting
Construction
Stock Market

The Suzlon story being in 1995 with just 20 people; and in a little over a
decade has become an epic. A company of over 13000 people, operations across the
America, Asia, Australia and Europe, fully integrated manufacturing unit on three
continents, sophisticated R&D capabilities and market leadership in Asia, ranked 5th
in terms of global market share.

The seeds of the idea that became Suzlon were sown by Mr. Tanti’s venture
into the textile industry just as began in its booming years.

Faced with soaring power costs, and with infrequent availabilities of power
hitting his business hard – Mr. Tanti looked to wind energy as an alternative. His first
brush with wind energy was as a customer, having secured two small- capacity wind
turbine generators to power his textile business. Many regarded this venture as
foolhardy, with the capital expenditure for the wind turbines exceeding his textile
business itself! But he had his sights on more than the immediate, having already seen
the potential of wild power and global opportunities in the field. Moving quickly, he
set forth to acquire the basic technology and expertise to set up Suzlon Energy
Limited. – India’s first home- grown wild technology company.

The company registered revenues of INR 12 Crore in the first year, and has
since achieved consistent growth, registering revenue of USD 1,405 in FY2008- just a

31
decade after inception. The company went public with a highly successful IPO in
September 2005. The issue was oversubscribed over 46 times, and led Suzlon to rank
amongst the Top- 25 Indian corporations in terms of market- capital.

Today Suzlon is being ranked the 5th leading wind power equipment
manufacturer with a global market share of 7.7%. The company seized market
leadership in India over 2,000 MW of wind turbine capacity in country.

The company adopted innovation at the very core of its thinking and ethos.
This approach has resulted in several firsts’ starting with a revolutionary ‘End – to –
End solution package’, creating demand through providing customers with
comprehensive solution starting from creating demand though project and
infrastructure development, and converting windy sites into kilowatt-hours profitable
business ventures for Suzlon’s customers.

Suzlon combined this with another visionary step – full backward integration
of the supply chain. Suzlon by this approach has developed comprehensive
manufacturing capabilities for all critical components in our wind turbines – bringing
into play economies of scale, quality control, and assurance of supplies in an
increasingly supply restricted market.

Taking this focus forward, Suzlon acquired Hansen Transmission of Belgium

in 2006. The acquisition if the world’s second leading gearbox marker gives Suzlon
manufacturing and technology development capability for wind gearboxes, enabling
an integrated R&D approach to design ever more efficient wind- turbines.

Suzlon’s R&D strategy brings emphasizes the need to lower the cost per-
kilowatt- hour, in order to create ever more competitive technology and products.
Making technology development a central objective, Suzlon has leveraged the
Europe’s leadership, talent and experience in wild energy technology, setting up R&D
center in the Netherland and Germany. Combined with a strong engineering backbone
in India, the approach brings together the expertise of different centers of excellence
to build ‘best’ of all worlds’ product.

Looking for growth not just in India, but the world, Suzlon looked past
traditional markets for wind energy, and entered new and emerging high- growth

32
markets. This step has success in the rapid global expansion of Suzlon’s business with
orders from Australia, Brazil, China, Italy, Portugal, Turkey and the U.S.A.

We have set forth to fulfill the vision of company as global as the wind.
Starting as unknown player in a nascent industry in India, Suzlon grew to become the
leading player on India wind power stage, and from there has grown to rank among
the Top- 5 wind turbine manufacturers in the world. As Suzlon takes ever larger
strides on the international stage, we have set forth a renewed Vision to rank among
the market leader in markets of Asia, Europe and the United States.

Suzlon’s with its internationalized business model, fully integrated supply

chain, R&D focus on cost-per-kWh reduction, and is today an agile, fast moving
organization that is well equipped to take on a dynamic, changing market place with
innovative products and solutions. For a glimpse of our achievements over the year.

MILESTONE OF SUZLON

33
1986-1990 Sulzer Synthetics
 Project Size : Rs.110 lacs
 Capacity : 500 MT
15th August, 1987
Textile Plant at Ankleshwar Commisioned
 Plant commissioned in record time
 Only the third of its kind in India
1990-1995 New Company Rechristened SUZLON
1992- Group Decides to go Public
1995-2000 Establishment of SUZLON ENERGY LIMITED
Technology partner identified in Germany- SUDWIND
October,1995- Agreement with SUDWIND finalized
for manufacturing 350 kW machine in India.
Trendsetter- Suzlon becomes a Trendsetter when 250
250 kW was the maximum size in the market, they
Launched 350 kW.

2006-2007 Suzlon commissions it first 1500KW Wind Turbine

Generator in Tamil Nadu.

2007.2008 The ISO/IEC 27001:2005 certification is awarded

2007.2009 To Suzlon Energy limited by Bureau Veritas Certification (India)
Pvt limited. The ISO/IEC 27001 standard is an information
security management system (ISMS) standard published in
October 2005 by the International Organization for
Standardization (ISO) and the International Electrotechnical
Commission (IEC).

ORGANIZATION CHART

34
  ORGANIZATIONAL CHART OF SUZLON ENERGY LTD
ROTOR BLADE UNIT (RBU) MUMBAI

VP GM

PRODUCTION HR/ADMIN DISPATCH

COMMERCIAL STORES PPC

PRODUCTION HR EXE ADMIN EXE LOGISTIC STORES Sr. Engineer

MANAGER OFFICER EXECUTIVE

ASST
MANAGER OFFICER ENGINEER
TECHNICIAN

TECH & FORKLIFT

OPERATOR
SR. ENG SR. ENG

PURCHASE ACC
ENG ENG MANAGER MANAGER

SUP/TL SUP/TL
SR ENG PURCHSE PURCHSE
ACOUNT ACOUNT

TECH TECH

Awards & Contribution

35
Credentials & Accolades

• ISO 9001:2000 Certified

• In-house stringent quality control and audit

• Type Certification by Germanischer Lloyd, Germany

• Type Certification C-WET India / RISO Denmark

• All major components suppliers are ISO 9001 certified

• Third party international inspection for components & Assemblies

• Approved by Indian Ministry of Non-Conventional Energy Sources

(MNES)

• SUZLON had collaborated with the German Wind energy leader

Südwind for bringing in the state-of-art technology

• “World Wind Energy Award 2003” for extraordinary achievements in

the dissemination of the wind energy in India

• The Foundation of Indian Industry & Economists have given the

“Corporate Excellence Award 2005”. The award is for “Life Time
Achievement” for “Best Renewable Energy Man of the Decade to Shri
T.R. Tanti

• “Champions of Composites Technologies” awarded by Composite

Center International for Outstanding contribution in application of
Composites materials and development of composite technology

• “Business Leadership Award 2002” by Solar Energy Society of India.

36
 Supplier, Clients & Competitors

RBU- Internal Supplier

 The wind mills assembly consist of many parts like Rotor Blades, Nasal Cover
[in which the WTG(Wind Turbine Generator), Gearbox, Shaft Assembly,
Cooling System, Yoh Systems, Pitching System Assembly etc are fitted] Nose
Cone, and Tower.
 So that Rotor Blade is the part of the windmills. And are not sold directly to
the customer so RBUs are the internal suppliers
 The demand of these blade sets depend upon the orders for the installation.
 At RBU Mumbai three production lines are there. Two lines of AE-32 and
One of AE-26.
 Total production capacity of plant is 192sets. One set contain three Rotor
Blades. And one defined set is fixed on one Wind mill.

About Suzlon’s Clients

Suzlon today develops and manufactures technologically advanced, high-

performance and cost- efficient wind turbines. These services are developed to
specifically meet the diverse need of customers all around the world.

Suzlon offers customer’s end – to – end wind energy solution, including wind
resource mapping, site development and installation, and finally operations &
maintenance services in India. This allows Suzlon to offer Indian customers
economies of scale, and eliminates the need for customer innovation in the complex
process of wind farm Development.

Suzlon’s order book position is a reflection of its strong market position and
consistency in delivering to their customers. The order book stands at around USD
4,335 million. Suzlon domestic order book position is for a capacity of 441 MW and
international orders for 3,726 MW.

Suzlon’s primary customers in India include companies that have manufacturing

facilities with high power consumption. These companies have high profitability and

37
seek investment opportunities with stable returns. In India, Suzlon casters to leading
corporate houses like the MSPL Limited, Bajaj Auto Limited, Tata Group and
Reliance, to name a few.

Suzlon’s has driven a focused effort to make wind turbine more reliable,
consistently delivering availability rates to customers, beating global standard higher
than 95% on an average.

Suzlon has set new standards with record breaking contracts that have been
signed with top wind companies around the world. Majority of the orders have been
signed with top wind energy companies in the state.

Suzlon Wind Energy Corporation has signed agreements with Edison

Mission Group (EMG) of Irvine, California and after repeat orders EMG holds
more than 630 MW of Suzlon wind turbine capacity in the United States. Similarly
Suzlon’s relationship with John Deere Wind Energy (JIDW) started with its
investment in several Minnesota wind power projects, but quickly expanded to Texas
and recently Missouri. Suzlon have also signed a contract with Tierra Energy of
Austin, Texas to provide 42 unit of the S88-2.1 MW wind turbine for project located
in Wyoming and Texas. Suzlon’s contract with PPM Energy, a leader in optimized
wind energy solution, calls for delivery of 700MW over the next few years.

Suzlon has successfully entered the Chinese Market, which is one of the
world’s fastest growing economies, with five important contracts with a total of
233.75 MW, of which 12 MW are installation and 221 MW are planned installations
in 2007. A contract with Australian Gas & Light marked Suzlon’s entrance into the
Australian Market.

Suzlon has also entered into the emerging wind energy in Europe with orders
from Maestrale Green Energy, in Italy and TECNEIRA- Technologies Energetic, SA,
in Portugal and has made a breakthrough into the Turkish wind energy market, with
an order for 31.5 MW of wild turbine capacity with Ayen Energy Co. Inc. The order
will be supplied through 15 units of Suzlon’s S88-2.1 MW wind turbines.

Another key high-growth wind energy market Suzlon has entered into is
Brazil though a contract signed with –SIIF Energies do Brazil Ltd. The project is
poised to double Brazil’s current installed capacity of 200 MW.

38
 Suzlon has adopted an innovative approach to its value chain, enabling the
company to deliver customized solution to a variety of needs across the world. Suzlon
has developed a fully integrated value chain with control over all critical components-
gearbox and generator technology, to tower, rotor blades and in the end complete
wind turbine. This visionary approach has allowing the company to respond more
flexibly to market dynamics, and provide tailor made solution to each individual
customer’s needs.

About Suzlon’s Competitors

 Suzlon has market leadership in Asia and is ranked 3 rd in the term of Global
market share.
 In domestic market the major competitors are Enercon, NEG Micon, Vestas,
NEPC, GAMESA etc.
 And in Global market the competitors are Vestas (DK), GE Wind (United
States), Enercon (Germany), Gamesa (ES) , siemens (DK), Nodex (Germany),
Ecotecnia (ES), Mitsubishi (Japan).

CHAPTER 4

DATA COLLECTION AND ANALYSIS

Data collected by interview method:

39
Q] What is a wind turbine and how does it work?
Wind energy system transforms the kinetic energy of the wind into mechanical or
electrical energy that can be harnessed for practical use. Mechanical energy is
most commonly used for pumping water in rural or remote locations. Wind
electric turbines generate electricity for homes and businesses and for sale to
utilities.

Q] What are the environmental benefits of wind power?

A] Reduced carbon dioxide (CO2) emissions. Wind energy does not deplete natural
resources. The energy generated by wind turbines balances with the energy used
to make them in a matter of months & about 5% of a wind farm sites contain
turbines, equipment and access roads. Existing land uses, such as farming and
grazing, can continue unaffected.

Q] How does the greenhouse effect work?

A] The greenhouse effect is a natural process. Sunlight passes through the
atmosphere, warming the earth's surface. In turn, the land and oceans release heat
or infrared radiation into the atmosphere, balancing the incoming energy. Water
vapor, carbon dioxide and some other naturally occurring gases can absorb part
of this radiation, allowing it to warm the lower atmosphere. This absorption of
heat which keeps the surface of our planet warm enough to sustain us is called the
greenhouse effect. Without heat trapping greenhouse gases, average global
surface temperature would be - 18°C rather than the current average of 15°C.

Q] What does the wind industry contribute to the economy?

Wind power supplies affordable, inexhaustible energy to the economy. It also
provides jobs and other sources of income. Best of all, wind powers the economy
without causing pollution, generating hazardous wastes or depleting natural
resources-it has no 'hidden costs.' Finally, wind energy depends on a free fuel
source-the wind-and so it is relatively immune to inflation.

Q] How many people work in the wind industry?

Now grown into a respectable industry with a considerable business volume, the
sector has also become an important area for employment. About 150,000 people
are employed in the wind power industry worldwide, with 15,000 in INDIA

40
alone, according to estimates by the European Wind Energy Association (EWEA).

Q] Is wind energy expensive?

Wind energy is now in a range that is competitive with power from new
conventional power plants. The up-front, capital cost of wind energy is more
expensive than that of some traditional power technologies such as natural gas.
However, there are no fuel costs, and in good locations the "levelized" cost (which
includes the cost of capital, the cost of fuel, and the cost of operations and
maintenance over the lifetime of the plant) of wind energy can now be very
competitive with that of other energy sources.

CHAPTER 5

INTERPRETATION OF DATA

SWOT ANALYSIS

41
 STRENGTHS

 Strong management team

 Global production platform and access to an integrated manufacturing
base.
 Track record of executing large-scale wind power projects
 In-house technology and design capabilities
 Cost-efficient manufacturing and supply-chain
 Operations and maintenance expertise
 Focus on providing “integrated solutions” wind energy packages to
customers in India.

Integrated Business Model

Wind resource Access roads, WTG & com- EPC project

Assessment Power evacuation Ponents Execution

& & grid Design, Installation

Land Interconnection Development Comissioning

&

Power lines

Conceptualization Infrastructure Equipment supply Services

WEAKNESS

 Lack of availability of space for warehousing

42
OPPORTUNITY:
 Global warming awareness has created sense of responsibility towards saving
the environment among world corporate and public. Which is major factor for
growth of companies like SUZLON
 Government policies towards non-conventional energy make companies
product more affordable and viable as far as Return on investments are
concerned

THREATS:
 The demand for wind power projects is primarily dependent on the
demand for electricity
 The viability of wind power projects is dependent on the price at which
they can sell electricity
 The viability of wind power, and wind power projects is dependent on
wind patterns.
 Wind power cannot be considered as base load source of electricity
 The decrease in or elimination of government initiatives and incentives.

CHAPTER 6

HUMAN RESOURCE DEPARTMENT

Introduction to HRM

43
 Human Resource Management is that part of management which is concerned
with people at work & their relationship within the organization. The term Human
Resource Management refers to the management of personnel in the organization of
any company to achieve the predetermined goals. The duty of the personnel manager
is to look after the personnel department and various functions of the personnel like
recruitment, selection, promotion, transfer, etc.

‘SUZLON’ consider its human resources as the greatest assets. It invests time
and money to develop its employees through various HRD mechanisms. Regular in-
house training programs sponsorship to outside training institution, brainstorming,
problem solving workshops etc. are conducted for employees at all level.

In SUZLON, there is Personnel & Administration Department to carry out the

functions of Human Resource Management. Here, the term Personnel &
Administrations refers to the administration of personnel.

The objective of this department is as below:

(1) To ensure satisfaction to the workers so that they are freely ready to work.

(2) To attain maximum individual development.

(3) To improve efficiency of the human resources.

Realizing that employees are its greatest assets, SUZLON from its very
inception has been striving to build up a sound & transparent organizational culture to
inclusive to sense of belonging among its employees.

Personnel & Administration department mainly deal with:

Manpower Need – Why?, Where?, How? And When?

Recruitment & Establishment functions

44
 Performance Appraisal

Welfare & other services

Loans & Claims

Industrial Relations and

Other miscellaneous functions.

‘SUZLON’ consider its human resources as greatest assets. It invests time

and money to develop its employees through various HRD mechanisms. Regular in-
house training programs sponsorship to outside training institution, brainstorming,
problem solving workshops etc. are conducted for employees at all level.

Objectives of HRD at SUZLON:-

Maximize department contribution to SUZLON.

To increase SUZLON`s foundation through increasing in employees contribution.

45
Provide an opening of self- expression and self-development in congruence with
organization.
Provide need-based training to all employees of the organization.
Plan the right working condition for employee’s progress.
Plan and design appropriate training strategies to build competencies of
employees
Ensure growth and development for all.

Organization Structure

46
 VP GM

H.R.ADMIN

HR ADMIN
Executive
Executive

H R PLANNING

Identification of Source of supply

deficiency of Through reference
Manpower

Matching the supply with the recruitment

Recruitment sources
Recruiting the personal at a particular post as per the It
Qualification
is the process of findings and attracting capable applications for employment. The
process begins when new recruits are sought and ends when their application are
Giving them targets and furnishing timely reporting to measure
the standards against actual achievement
submitted. The result is pool & application plan which new employees are selected

47
 recruitment is the process of achieving qualified of trained employees for the
organization and it is due first stage in the process, which continues with selection and
ends with the placement of candidate action for the recruitment it taken by manager
by following method.

A) Through website > naukri.com

B) Sometimes campus placement

C) Through advertisement in newspaper

D) Internal reference

The applications are scrutinized adequate number of candidates is called for interview of
selection. Selection committee, framed by the management, conducts the interview of
selection, fused on competence level required Selected candidates are appointed after
approval of the managing partner concerned sometimes a candidate is appointed by HOD in
consultation with managing direction in case of urgent requirement.

Initially the appointment is given as trainee / apprentice / probationer for specified

period of after successful completion of training apprenticeship / probation and
appraisal or their performance, their appointment is regularized, if required.

SUZLON recruits in a different way as under like- training and development,

vocational training, apprenticeship, interview, by reference, based on experience etc.

Organizations are dynamic, organic ongoing system consisting of individual. A

successful management focuses on the individual and then attempts to relate the

48
individual to the group and different group to the organization. Individual join
organization to fulfill their goal and aspiration within the framework of the
organization. It is one of the major functions of management to convert the goal and
aspiration of the individuals into the goals of the organization

Salient feature of the guideline are given below:

General

Vacant position in organization chart shall not automatically be treated as

operative to be filled by recruitment or promotion. The positions shown in the chart
are estimated, keeping in view current and future requirement and are to be operated
only when it becomes necessary to operate them with the approval of complete
authority.

Recruitment from outside agencies shall be made when; in the opinion of the
management suitable persons are not available within organization. Recruitment from
outside may also be done in case of addition requirement of manpower, due to
expansion of the organization.

All existing employees of SUZLON shall be considered for ‘promotion’ or

‘Direct Recruitment’. Only for the next higher grade, departmental candidates may
apply against open advertisement provided they have complete one year of service in
the immediate lower grade and the applicant otherwise meets the specification for the
posts except age limitation.

1) Source of Recruitment:

Vacant positions are filled up through internal or external source of recruitment.

Internal Source of Recruitment:

This factor like Recruitment Policy of the organization. The policy is to prefer internal
sourcing, as own employees know the company well and can recommend candidates
who fit the organization’s culture.

49
 Another related policy is to have temporary and part time employees. An
organization hiring temporary and part time employees is in a less advantageous
position in attracting sufficient applications.

 ATTRACTING JOB SEEKERS : After the Human Resource

Management sort listing the requirement of the department which need
manpower, their next step is to attract the job seekers through different methods
like
 PLACEMENT AGENCIES
 CAMPUS INTERVIEW
 ADVERTISEMENT IN NEWSPAPERS
The Human Resource Management trying to attract the seekers through above
method and trying to attract as many as application for the right person at a right
place.

 SORT LISTING THROUGH CRITERIA: All the application are sort listing
through different criteria with the help of department’s requirement like Age,
Quality, Experience and salary structure and make few among all the receive
applicants.
 The next step is to send call letters to the sort listed applicants; this call
letters contains the data like Salary structure, other terms and conditions, etc.
The recruitment process is over when company sent the call letters who are eligible
to the require Job.

External Sources of Recruitment:

1. Open Advertisement

2. Employment Exchange

3. Campus Interview

50
4. On deputation from Government/ other organization

5. On contract for specific period

Recruitment Flow Chart

Vacancy Identify
through ref chart

JD is taken from
Responded

51
 Sourcing of C V’s

Shortlist by H R

Shorting of technical
head

Interview call

Reference Check

Medical check

Offer letter

Selection Method
The company has adopted three types method of selecting the essential
workers in the organization. One of them is to call the candidate for personal
interview secondly is cal to check the reference and then after final selection

52
 (1) Interviews: If the performance of candidate is satisfied in the written
test, then the candidates is called for personal interview and ask about his job
here some of the points regarding his job terms and condition, salary etc. are
also clarified. If the candidate is found eligible for the job, further procedure
for both white & blue collar job.

(2) Reference check: while selecting an employee reference is also taken

into consideration candidate having reference of an employee of the unit or
any other trustable person is given first preference.

After passing the oral interview they check the reference

without reference they do not appoint any employee it means that reference
check is much important part of the selection procedure.

(3) Final selection: At the end of all the steps mentioned above, the last step
is taken which is known as final selection. The candidate who successfully
passed the above all the stages is become able to get final selection.

Placement & Induction

Induction is the process of receiving & welcoming an Employee when he

first joins a company & giving him the basis information he needs to settle
down quickly & happily & start Work.” – Michal Armstrong

53
 Purpose of Induction

 Promote among old employees

 Build up confidence of new Employee
 To give necessary Information about company to new employees
 To faster a close and cordial relationship

Induction in Suzlon

Company also has Induction Program to promote new comers. In unit the candidate
is given information on which he has to work & perform his duty. Company has give
information to employee about

 Company’s Organization Structure

 Brief History & Operations of the Company
 Product & Services of the Company
 Rules & Regulations and Daily work Routine
 Working Method & Discipline of the Unit
 Training & Promotion Policy
 Benefits & Services to Employees

Training & Development

54
The HR department having a calendar of training and development which showing the
schedule of giving training, HR department gives various types of HR as well as
technical training to their workers and new recruiters.

Training Menus: this menu showing that all the new recruiters require some
fixed training which are already in training menu

This organization inviters External as well as Internal faculty and give

seminar to new recruiters as well as existing trainees about company’s system and
how to improve productivity and skills to achieve organization’s goals as well as
individual’s goals.

The trainees have to filled a form of feedback and evaluation form as well as
suggestion form and submit it to HR manager.

They give following type of trainings

ON THE JOB TRAINING OFF THE JOB

TRAINING

Induction Seminars

Programme (3Days) Lectures

Job instruction Workshops

Presentation

Physical visit

55
Performance Appraisal Policy

Performance Appraisal may be understood as the assessment of an individual

performance in a systematic way the performance being measured against such
factors as job knowledge, quality of output initiative, leadership, ability supervision,
dependability co-operation, judgment health and the like

Performance appraisal may be understood as the assessment of an individual’s

performance in a systematic

“The term performance appraisal refers to the formal procedure used in

working organization to evaluate the personality’s contribution and potential of
group members.”

Del Yoder

Performance Appraisal is the process through which an individual employee’s

behavior and performance over a fixed time period is measured and evaluated. It is
systematic and objective way of finding the relative worth or ability of an employee in
performing the task. It helps to identify those who are performing their tasks well for
those who are not and also indicates the reasons for such performance.

Use of Appraisal System

56
 It provides information of paramount importance/ assistance in making
decisions such as promotion, additional charge etc. As such, through the system,
ability of an individual can be recognized.

Every employee wants to know how he is performing on the job and what his
superiors feel about his performance. Performance appraisal plays a very important
role to meet this requirement of the employee through feed-back system.

The system helps considering employees suitability for different types of assignments,
transfer and placement. Appraisals Report written objectively can reduce grievances
and develop better relationship.

Keeping in view its various uses in relation to the development needs of the
employees, the Appraisal System of SUZLON is being revised and developed from
time to time. The main features of the existing system are as under:

Performance Appraisal Activities

57
Sr.No Activity
1 Key in Goals/KRAS in web –based system

2 Online Appraisal by Appraiser

3 Finalization by Reviewer

4 Inputs by Local HR Head

5 Moderation by Functional Head/ BU Head

6 Analysis by BU HR and submission to corporate HR

7 Analysis and Moderation by corp.HR

8 Approval of Board

9 Audit

10 Release of Letter

11 Release of Revised Salary

Performance Appraisal Process

Assessment Sheet for Sr. Manager and Above (Group - I)

58
 Employee Name: Employee Grade:
Code:

Designation: Location: Co.:

Date of Joining Last SBU:

Promotion

Appraiser Reviewer Head Of Department

Name: Name: Name:

Employee Code : Employee Code : Employee Code :

Definition of Appraisal Rating:

‘A’ Rating: Excellent Performance

 The employee surpasses the expected performance level by at

least 50%.

59
  Adopts the most creative, least expensive and low time duration
path.

 Such performance leads to long-term benefits to Company in

the form of savings, process improvements, intellectual
property rights, and goodwill – internal and external and
positioning in the market place.

 Such an employee is an asset not only to his immediate

function but also to whole Company.

‘B’ Rating: Good Performance

 The employee has achieved performance levels, which are over

and above the levels expected.

 Needs no supervision after agreement of the objectives.

 Has demonstrated initiatives and gone beyond the call of duty

to fulfill responsibilities.

 Has made full use of available resources.

‘C’ Rating: Fair Performance (Average Performance)

 The employee has achieved all the agreed objectives.

 Has achieved all targets with minimal supervision.

60
  Has shown necessary initiatives whilst discharging the
responsibilities.

 Has performed beyond maintenance mode.

 Has made full use of available resources.

‘D’ Rating: Unsatisfactory Performance (Below Average Performance)

 Has not shown any initiative while discharging the

responsibilities.

 Has performed below maintenance mode.

 Did not make any use of available resource.

 Did not make any efforts to achieve goals and objectives of the
department.

Wage & Salary administration-job evaluation

Wage and salary administration refers to the establishment and implementation

of sound policies and practices of employees compensation .It includes job

61
evaluation, surveys of wage and salary, maintenance of wage structure, incentives,
supplementary payment, control of compensation and other related items
Wage & Salary Administration refers to the establishment and implementation
of sound policies and practices of employee compensation. Generally, the
remuneration paid to the workers known as wage while the payment made to office
staff known as salary.

Wage is the remuneration paid for service of labour in production, skilled and
unskilled person or employer, worker technicians. Salary refers to the monthly paid to
clerical administrative and professional employees.

A sound wage & salary administration tries to achieve these objectives:

1) For Employees:

 Employees are paid according to requirement of their job. This eliminates

inequalities.

 The changes of favoritism are greatly minimized.

 Employee’s morale & motivation are increased because wage program can
be explained & based upon facts.

2) For Employer:

 A wage & salary Administration reduces the likelihood of friction &

grievance over wage inequities.

 It enhances an employee’s morale & motivation because adequate and fairly

administered wage are basic to his wants and needs.

It attracts qualified employees ensuring an adequate payment.

JOB EVALUATION

62
 Job evaluation is the process of analyzing and assessing the various jobs
systematically to ascertain their relative worth in an organization. Jobs are evaluated
on the basis of their content and are placed in order of their important. It should be
noted that in a job evaluation programme the jobs are ranked and not the job holders.

It is related by considering the rated by responsibility qualification,

experience and working condition required for the job.

Job is related before the employee is appointed to occupy the job.

The purpose of job evaluation is the difference wages and salary.

It is not compulsory.

It is done by the expert committee.

Promotion Transfer and Demotion Policy

(1) Promotion

While recommending employees for Promotion following points are to

be kept in view:

(a) Minimum of 3 years of service in present grade including minimum

two 'A' ratings out of which at least one 'A' rating should be in the
current year. An employee completing two years of service but
consistently getting two 'A' ratings can also be considered. The
employees joined on or after 1st October, 2006 shall not be
recommended for Promotion under any circumstances.

(b) Maximum 10% of Promotions can be considered for each department.

(c) Recommendations for Promotions should be sent only in the

Promotion Recommendation Form enclosed.

(2) Transfer

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 A transfer is a horizontal of several movement of an employee from one job
section department shift, plant of position to another at the same of another place.

Welfare Policy, Role of HRD

Welfare Policy

The profitability and productivity of any organization depends upon the industrial relation,
who means the extent of relation between administers and employees of the unit.

The management of SUZLON Ind. wishes to inside employee to his organization and also
they provide many benefits to the employees which are as under.

SUZLON Ind. Possesses good industrial relations. All the employees are quite satisfied with
wage rate and other facilities offered by the organization. The unit provides the beneficial
activities to each of the employees and his family member as mentioned.

A. Medical Facilities:
SUZLON Ind. has Tie up with one private hospital and when any employee is sick
and injured, goes to hospital and gets the necessary treatment.

In case of accident, the company pays the full expenditure, incurred for the treatment
of workers. The accident was occurred within the organization, while performing duty
then the workers will get salary too for the days of rest advised by the doctors.

B. canteens Facility:
 Canteens facility is provided to all employee and office staff people.
 Two time tea provided for all the worker per day.

C. Other Facility:
 Holidays facility

 Provide Mobile Telephone and Laptop Facility

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  Provident Fund

D. Personal Accident Benefit:

 Health Insurance Benefit

 Loan Facility

 School Expenses Reimbursement

 Education Bonus, Long Service Retention Bonus Gift Cheque

Employee Benefits and Services

 Loans:
 Short Term Loan

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 • This loan is given only to confirmed employees who have put in a
minimum of 1 year of service in the company. It is restricted to 3
monthly gross CTC’s with an upper limit of Rs.50,000/- and is
recovered in 12 monthly installments
 Long Term Loan:
• This loan is given to confirmed employees who have put in a minimum
of 2 years of service. There should be a minimum gap of one year
period between repayment of earlier loan and sanction of new loan.
The loan can be for a maximum of 6 gross monthly CTC’s and is
recovered in 24 monthly installments. The loan is disbursed subject to
the signing of documents by the guarantors.

 Leaves
• All confirmed employees will be entitled to 26 days earned leave on
completion of one year of continuous service in the company. During
probation period employees get leave at a rate of one leave per month.
However, it gets converted to the rate of 2.167 per month on
confirmation from the date of joining itself. Trainees are entitled for
only 12 days of leave per year during their training
• For the purpose of calculating leave accounts, 'leave year' shall mean
the calendar year commencing on first day of January and ending on
31st of December

 Holidays
• The company will observe 13 fixed holidays, out of which 9 holidays
are common to all offices / sites. Additionally, 4 holidays are decided
as per state requirement.
• Maternity Leave – 12 weeks

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 • Paternity Leave - 2 days
• Leave without Pay – At management’s discretion.
 Leave Encashment
• All permanent employees will be allowed to en-cash the Earned Leave
subject to Income Tax Rules and subject to the following conditions
• Up to senior Manager- 180 days
• AGM and above 240 days.

 Transfer:
• Employees who are transferred from one location to other location due
to requirement of the company for a period of more than 6 months are
entitled for a reimbursement of the traveling and shifting expenses of
self and dependant family. If the transfer from one location to other
location is for a period shorter than 6 months then such employees will
be covered under Domestic Travel Policy Rules & Regulations.
 Provident Fund:
• Subject to the provisions of Income Tax Act 1962 and Provident Funds
and Miscellaneous Provisions Act 1952, all the employees joining
against permanent vacancy; all the probationers joining to fill
permanent posts and having Basic Salary upto Rs.6,500/- per month
shall become entitled to benefits of Provident Fund immediately from
their date of joining
• The employee contributes 12% of basic salary and equivalent is
contributed by the company.
 Gratuity:
• Subject to the provisions of the Gratuity Act 1972, every confirmed
employee who has been in continuous service of the company for five
years or more shall become entitled to Gratuity

 Superannuation:
• All the permanent employees of the company drawing Basic Salary
more than Rs.6,500/- will be entitled to become member of
Superannuation Scheme benefits whereby 10% of basic salary is
deducted from employee’s salary for levels up to DGM and in case of

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 GM and above, superannuation will be deducted at the rate of 27% of
basic salary. The amount is deposited with LIC of India and given back
to employees with interest at the time of separation or the time of
retirement from the Company.
 Retirement:
• The age of retirement of every category of employee shall be 65 years.
 Group Personal Accident Insurance:
• All regular employees including trainees who are on the payroll of the
Company are covered under this scheme
 Health Insurance – Medi-claim
• For all employees in the category of Manager in the Grade M-6 and
above, Suzlon has tied up with ICICI Lombard General Insurance
Company Limited for the Medi-claim Policy. The company has taken a
Master Policy for hospitalization benefits and provided cashless cards
which can be used during hospitalization.
 Suzlon Sports Club:
• Sports nurture the body, mind and soul. We are all aware of the
benefits of sporting activities in keeping one's body fit, in relieving the
stress, in building powers of concentration and motivation. Team sports
not only improve team spirit but also create a unique bon homie
that even the most playful work environment sometimes cannot
• Thus Suzlon Sports Club is a welcome beginning. It takes care of the
health of Suzlonians by arranging various sports activities. It is a
milestone in the progress of Suzlon family with the belief that - The
family that plays together, stays together.

Learning & Development

A well defined training process makes an important contribution by helping an
organization improve its capabilities and achieve its business objectives. To make the
proper investment in human resources, the training process is carried out in these five
stages:

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 • Defining Training and development Needs: Training needs represent
the gap between what is the expected level of performance versus the
actual level of performance. Development needs address the gaps in
personality that will help bridge the training needs gap
• Selection of Delivery Method
• Selection of Training Provider
• Conducting of Training
• Evaluation of the Effectiveness of Training.

Training develops knowledge, skills and behavior to meet business requirements.

Suzlon firmly believe in the following fundamentals of learning
Learning: The process of converting data to wisdom
Education: The means to bring about learning in an individual
Training and Development: External processes that induce learning
• Training is more focused on output and skills
• Development is more focused on inputs and personality.

Rewards and Recognition

 Awards:
• With a view to motivate employees to acquire professional/educational
degrees and/or certain software related skills from reputed institutions,

69
 management gives awards. The award amount once worked out is
credited along with salary
 Education Bonus:
• With a view to recognize brilliant children of our employees rewards
are given by the Management. The award amount is ranges between
Rs.5,000 to Rs.21,000 depending upon the qualification acquired and
is credited along with salary.
 Long Service Retention: With a view to encourage long service of our
employees in our organization the following is the scheme
• All employees completing 5 years of service will get a lump-sum
bonus equivalent to 10% of their total paid Basic pay earned by them
added together during their 5 years of service
• Employees completing 10 years of service will be given 15% of their
total paid Basic pay as earned by them during 6th to 10th year.
 Sumilan:
• ‘Sumilan’ means - a beautiful meeting. The essence of ‘Sumilan’ at
Suzlon is captured in the theme words – ‘Sammaan’- an opportunity to
applaud achievements, ‘Samvaad’- an opportunity for constructive
dialogue among team members and ‘Sugati’- an opportunity to share
the progress and plan the future
• ‘Sumilan’ thus is an annual meeting of all Suzlon employees for the
purpose of sharing information, recognizing efforts, celebrating
achievement and rewarding performance
• ‘Sumilan’ comprises of Regional and Royale events
• ‘Sumilan Royale’ is an extension of the Regional ‘Sumilan’ events. It
is held at a scenic place away from work where the top executives are
invited along with Star Awardees, previous and present. “Sumilan
Royale” is a prestigious event where the top management share core
issues with the selected audience
• ‘Sumilan’ is an apt example of generating cohesive energy through
synergy.
 Career Opportunities:
Career planning system in Suzlon ensures that we develop people of the right
caliber to meet present and future needs of the organization. It is an essential

70
 ingredient for succession planning. The mandatory factors to be considered
prior to career planning are:
• The organization’s long and short-term plans
• Manpower skills required towards implementation of these plans
• Attrition rate of employees with high potential, above average and
average caliber
• Recruitment through internal and external sources at all levels and it’s
ratio as appropriate to the organization
• The number of people to be recruited and trained every year.

CORPORATE SOCIAL RESPONSIBILITY AT SUZLON

The year 2007-08 has set a new mark for Corporate Social Responsibility (CSR) at
Suzlon. All CSR initiatives have been consolidated within a designated function and
staff. A company has been specially formed - The Suzlon Foundation - to act as a

71
catalyst for inclusive development throughout our business operations from
2008/2009. CSR has embarked on a journey of sustainable development. Determined
to go beyond charitable and philanthropic acts, Suzlon has initiated an integrated
approach in designing CSR. Making money the most responsible way, looking at our
business cycle from a holistic perspective and planning inclusive development in
which, along with the business, the environment and communities around it also grow
has become the basis of CSR. Thus CSR is an integral process, and not something that
is done in addition to business at Suzlon. It is practiced because we realize that the
ownership of doing so rests with us as a responsible corporate. Reflecting this
commitment, CSR is developed as an integral part of our mission of 'powering a
greener tomorrow' and to leverage opportunities towards sustainable and inclusive
development. The Suzlon Foundation will thus be an internal conscience, keeping and
enabling positive and sustainable change in the areas of operation, be it policies,
processes or engagements with people and institutions.

Milestones during 2007-2008

The main focus during the year has been on evolving CSR policy and
philosophy that the Suzlon management can own, and building a team and
structures to enable implementation of this policy. The CSR programs were designed
as responses to the issues arising out of current engagement patterns with key
stakeholders. The focus of CSR programs and strategic intervention has been
designed for working internally, externally and globally on key issues
in development and working towards the Millennium Development Goals.

Millennium development goals

 Eradicate extreme poverty and hunger

 Achieve universal primary education
 Promote gender equality and empower women
 Reduce child mortality

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  Improve maternal health
 Combat HIV/AIDS, malaria and other diseases
 Ensure environmental sustainability
 Develop a global partnership for development
 Soil and water conservation

The CSR team uses a Balanced Scorecard to act as a planning, management and
reporting tool in order to make sure that operations are carried out uniformly and
independent of who is running the project. Thus Suzlon is geared to address
multiple issues from a business life cycle perspective, in addition to traditional
community development that is usually considered the only role of CSR.

PRODUTION DEPARTMENT

Operation & Management Side, Plats, Offices.

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Production Department:

74
Production management is concerned with those processes which convert the inputs.
The inputs are various resources like raw material , men machines, methods etc. The
outputs are goods and services.

Input Add needed Random Inspection Output

Fluctuation
Raw Goods &
Materials Services

Men Conversion

Machines

Feedback

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Basic Structure of a Wind Mill

www.suzlon.com

76
 ROTOR BLADES

 As can be seen from the structure of wind mill that the Rotor Blades are the
main dynamotor of wind mill. Its manufacturing quality play very crucial role
in the efficiency of the wind mill.

 Rotor Blades are manufactured from pre-manufactured moulds as per the

AERODYNAMIC design.

 These moulds are supplied from CEC (Composite Engineering Cell) Unit,
Baroda. Again CED Unit is the Mother of RBUs.

 Rotor Blade is the composite material of glass fiber and other materials. It is
called the FRP (Fiber Reinforcement Plastic).

 Life of one Rotor Blade is around 20 years, and it can perform the best in any
kind of environmental conditions. (Temperature limits –up to 60 C)

 A wind mill can generate desired power with wind of 6km/hr velocity and up
to 35km/hr. The most convenient wind velocity is around 13-15km/hr.

 All this cannot possible without good Rotor Blades.

MANUFACTURING OF ROTOR BLADES

 Raw Materials:-

Basic Raw Material

77
 Glass Mat Resin Foam Helping Material

-1200GSM -Infusion Resin PVC FOAM -Infusion Mesh

-800GSM -Hand Lay Up Resin -6 mm -Peel Ply

-400GSM -Hardener -10mm -Perforated Foil

-200GSM -Green Paste -15mm -Vacuum Cloth

-Skin Mat PS FOAM -Breather Cloth

-20mm -Vacuum Hose

-40mm -Aluminum Angle

-75mm -Lightning Tip

One Rotor Blade Contains

 There are two sides of a Blade one is Nose Side and another
is Tail Side.

78
 Nose Tail

Wind

Direction

Cross Section of Rotor Blade

PROCESS OF BLSDE MSNUFSCTURING:-

Perform making

79
 Pressure shell making

Sunction shell making

Spar boom making

Sunction shell web making

Trailing edge glue cap making

Leading edge glue cap making

Balancing chamber making

Spoiler web making

Spoiler glue cap making

Spoiler making

Web joining in sanction shell

Joining of two shells by using glue caps

Deburring (flash cutting)

Sawing and drilling

Stud bolt fixing

Finishing and painting

Post finishing

Balancing of blade

Dispatch in set

Research & Development

80
Sound research and development is the key to technology leadership, The Product
Technology Division provides comprehensive research and development solutions
lending all necessary technical support to the organization.

Comprising of India and Europe’s most renowned wind energy engineers, our R&D
team combines global experience of varied wind regimes with in-depth knowledge of
available turbine technologies.

Backed by technological expertise of the Europeans and hands-on knowledge of the

Indians, SUZLON produces some of the most efficient, robust and reliable wind
turbines available in the world today.

The Wind Turbine Generator research and development centres are based at Rostock
& Berlin, Germany.

The Rotor Blade product development centre is based at Hengelo, Netherlands.

Suzlon has manufacturing facilities, state-of-the-art R&D centers and training

facilities in India

CHAPTER 7

CONCLUSION

81
I would like to conclude that in study about general management activities. I have
experience of General Department.

In a giant company like Suzlon which is fastest growing in wind sector, work is
carried out in a very systematic, sophisticated & technical manner.

Today’s world is full of competition, which has become more prominent and
distinct in this period of globalization and thus each aspect of the company needs
attention to survive, retain and grow in the market.

In the part working process flow was smooth and silent. There was no conflict
between technicians or between staff and technicians.

Store was given require material to each department and they working in step by
step. Lastly when working house was complete, one finished product was ready
for dispatch.

In line with company’s goals to maintain world class standards across all function,
Suzlon has implemented a SAP Enterprise Resource Planning solution firm-wide.
This initiative has established an integrated information system for Suzlon and
association companies, to enable the firm to think, plan have a 360-degree view of
the business, and to enable the firm to think plan and act in a collaborative
fashion.

The same process recorded in SAP system. This system was used in rare
companies, because it requires skilful employees for operating. But by SAP
system working was easy, fast and accurate.

CHAPTER 8

GLOSSARY

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SAP: System Application Programming

RBU: Rotor Blade Unit

NCU: Nacelle Cover Unit

WTG: Wind Turbine Generator

CPU: Control Panel Unit

QAP: Quality Assurance Plan

TQM: Total Quality Management

CLU: Corporate Learning Centre

MPRP: Material Preparation

SEPR: Semi Finished Product

WECS: WIND Energy Conversation System

CHAPTER 9

APPENDICES

83
Bibliography:

1} EUROPEAN RENEWABLES: GLOBAL DEMAND FORECAST

2} THE ENERGY BUSINESS

3} @ SEA (ANNUAL EDITION 2009)

4} SUZLON ANNUAL REPORT 2009-10

5} WIND DIRECTIONS (The European Wind Industry Magazine)

Wibliography:

www.google.com
www.wikipedia.com
www.suzlon.com/portal
www.google.co.in/images

CHAPTER 10

ANNEXURE

QUESTION BANK:

Q] What is a wind turbine and how does it work?

Q] What are the environmental benefits of wind power?

84
Q] How does the greenhouse effect work?

Q] What does the wind industry contribute to the economy?

Q] How many people work in the wind industry?

Q] Is wind energy expensive?

85
86