VOCATIONAL TRAINING

A PROJECT REPORT
ON
“WORKERS ATTITUDE TOWARDS
MANAGEMENT”
(From 29th May 2014 to 23rd July 2014)

Submitted To: - Submitted By:-

Mr. Jamal Ahmed Amit Kumar

Srivastava

Head, Employee Relations M.A. MPMIR

HINDALCO INDUSTRIES LIMITED. (IR-HRM), BHU

VOCATIONAL

TRAINING

JUNE-JULY 2014

RENUSAGAR
 INDEX
TOPICS COVERED

CERTIFICATE

ACKNOWLEDGEMENT

PREFACE

DECLARATION

OVERVIEW OF THE PROJECT

INDUSTRIES AND PRODUCT PROFILE

COMPANY PROFILE

WELFARE FACILITIES OF HINDALCO INDUSTRIES LIMITED RENUSAGA

DATA ANALYSIS AND INTERPRETATION

SUMMARY OF FINDING AND CONCULSIONS

SUGGESTIONS AND RECOMMENDATIONS

APPENDIX

BIBLIOGRAPHY

PHOTO

THANK YOU
 CERTIFICATE
This is to certify that the dissertation work entitled “Worker Altitudes towards
Management” is an authentic work carried out by Amit Kumar Srivastava under my
supervision and guidance. This work has been submitted for the partial fulfillment of the
requirement for the award of the degree of M.A. In MPMIR in Human Resource
Management and Industrial Relations from the department of Sociology (A unit of Social
Work) B.H.U. Varanasi, India. To the best of our knowledge, the matter embodied in the
project has not been submitted by any other university/institute for the award of any degree.

Subject Approved

Prof. Bales war Pandey

Supervisor

Department of Sociology

(A unit of Social Work)

B.H.U., Varanasi, India

Forwarded

Prof. Sohan Ram Yadav

Head of the Department

Department of Sociology

B.H.U. Varanasi, India

 ACKNOWLEDGEMENT
I feel enriched with my knowledge and experience gained during my internship at Hindalco
Industries Ltd, Renusagar Power Division. I would like to heart fully acknowledge my gratitude
and thanks to all the people who gave their ample support right from the initial stage of the project,
appreciated it and encourage till its completion.

I would like to acknowledge my sincere thanks to Mr. Jamal Ahmed (Head, Employees Relation)
at Hindalco Industries Ltd., for assigning me such worthwhile topic “Workers Altitudes towards
Management” to work upon. I also convey my heartfelt thanks to faculty guides of Prof. Bales war
Pandey as they helped me a lot with their informative inputs & constructive criticism.

I would like to thanks all the members of Hindalco Industries Ltd, Renusagar Power Division, who
imparted their valuable knowledge during induction period and extended all possible help during the
preparation of the project.

I would also like to thank Mr. D.P. Srivastava, Mr. D.K. Srivastava & Ms. Kairavy Pandey,
without whom it would have been impossible to do my training in such a renowned company.

I am very grateful to my parents, family and teacher who have always given consistent
encouragement and support throughout my life.

Amit Kumar Srivastava

M.A. MPMIR (IR-HRM)

Banaras Hindu University

Varanasi
 PREFACE
It is well evident that work experience is indispensable part of every professional course. In
the same manner Practical Training in any organization is must for each and every individual.

“Entering the organization is stepping into all together a new

world”

Before training, I felt as if everything I had studied in the classroom was irrelevant and
useless and only modern organizations are highly complex and dynamic systems. They
operate under very turbulent social economic and political environment. They are required to
reconcile several incompatible goals. Conflicting roles and divergent interest they are also
fraught with the risk and uncertainties, hence tactful management of such organizations to
plan to execute, guide, coordination and control the performance of people to achieve
predetermined goals. Management has to keep the organizations vibrant moving and in
equilibrium. It has to achieve which goals themselves are changing it is therefore a problem
highly complex.

Lab our Welfare is one of the major aspects of national programmes towards bettering the lot
of lab our and creating a life and work environment of decent comfort for this class of
population. It is the measures taken by state, employees and association of workers for the
improvement of worker’s standards of life and for the promotion of their economic and social
well-being. It is a term, which must necessarily be elastic, bearing a somewhat different
interpretation in one country from another, according to the different social customs, the
degree of industrialization and the educational development of the worker.

The objective of the project is to enable the students to understand the application of the
academics in the real business life. I am fully confident that this project will be extremely
useful to the management.

It has been a very memorable experience throughout which is no doubt will immensely help
me in attaining my goals.
 DECLARATION
I Amit Kumar Srivastava, M.A in MPMIR (IR-HRM), hereby declared that the project
titled “Workers Altitudes towards Management” is an original piece of research work
carried out by me under the guideline and supervision of “Mr. Jamal Ahmed(Head,
Employees Relation).The information has been collected from the genuine and authentic
sources.

The work has been submitted in partly fulfillment of the requirement of M.A. in MPMIR to
Banaras Hindu University.

Date: Amit Kumar Srivastava

Place: Renusagar (Signature)

 OVERVIEW OF THE PROJECT
An Industrial Relation fixes everything in an organization. As long as the Union and the
workers of the factory or any organization are happy and satisfied, they will work and will
give the company their 100% towards their work. This only development of industry, it is
necessary that there should be continuous and growing production which is only possible if
there are no interruption and stoppages in production, due to absence of disputes.

All interruptions in production arising out of industrial disputes are really caused by the
dissatisfaction of lab our with their existing lab our conditions. The whole history of lab our
struggle is nothing but a continuous struggle of demand for fair return to lab our.

The main objective of all Lab our Legislation is to ensure fair wages and to provide the
workers the full facilities like, their Health, safety, welfare features and to prevent disputes so
that production may not be adversely affected.

The main aim of Industrial Relations in any Factory or any organization is to ensure
industrial peace through voluntary negotiations and compulsory adjudication. It lays down
the procedure for settling disputes between the employers and workmen.

The Project titled-“Workers Altitudes towards Management” of Hindalco involves a

through and rigorous study of workers been working in the factory for so many years.

A Quantitative and Qualitative research has been done through the process of Data collection
from the company officials, which has helped to formulate the research process and the
understand the proper analysis of the workers been employed in the factory, which can
directly help the workers been hired on contract basis.

It helped me a lot in acquiring the most valuable insights in Welfare scenario of the company.
Personal interview of various company officials were also held to collect information
regarding company and their support was also offered.

The Methodology adopted to study the behavior of the lab our force of the company was by
interviewing all the company officials of the group. And the details were equally validated by
the organization which was in turn related to the organizational perspectives and company
officials.
INDUSTRIES

&

PRODUCT

PROFILE
Our History Home
Hindalco Industries: Forging ahead

The Hindalco story dates back to the young Indian democracy of the 1950s. Ready to take a
giant leap, India was geared to make it big, especially in terms of innovation and
industrialization.

Hindalco embarked on its journey in 1958. Its first real contribution to the vision of an
industrial India occurred four years later, when the visionary late Mr. GD Birla set up India's
first integrated aluminum facility at Renukoot, in the eastern fringe of Uttar Pradesh, India. It
was backed by a captive thermal power plant at Renusagar in 1967. Hindalco attained its
leadership position in the aluminum industry under the dynamic leadership of the late
Mr.AdityaVikram Birla — a formidable force in the Indian industry.

And it was through the vision and guidance of Mr. Kumar Mangalam Birla, the Group
Chairman that the business segments of aluminum and copper are consolidated to make
Hindalco the non-ferrous metals powerhouse it is today. This was achieved in part by
expansion through mergers and acquisitions with companies such as Indal and Birla Copper.
Hindalco also secured copper reserves and amplified its operating base by acquiring the
Australian Nifty and Mt. Gordon copper mines.

Over the years, Hindalco has grown into the largest vertically integrated aluminum company
in the country and among the largest primary producers of aluminum in Asia. Its copper
smelter is today the world's largest custom smelter at a single location.

In 2007, the landmark acquisition of Novelis Inc., the world's largest aluminum rolling
company, placed Hindalco footprint across the globe, securing it a rank amongst the top five
global aluminum majors and also placing it in the Fortune 500 league.
Milestones
Creating history in the Indian aluminum industry:

In the late 1950s, when India was giving shape to its economic vision, one visionary leader,
G. D. Birla took the bold step to set up the country's first integrated aluminum facility at
Renukoot, Uttar Pradesh. That vision gained strength as Hindalco grew in size and scale
under the dynamic leadership of the late Aditya Vikram Birla.

Under the leadership of the Aditya Birla Group’s Chairman, Mr. Kumar Mangalam Birla,
Hindalco acquired Indal and the Australian Nifty and Mt Gordon copper mines, merging the
Aditya Birla Group's copper division to create a non-ferrous metals powerhouse.

In 2007, Hindalco created history in the Indian aluminum industry by acquiring Novelis Inc.,
a global leader in aluminum rolling and can recycling.

Hindalco, combined with Novelis, now ranks among global aluminum majors. As an
integrated producer with low-cost alumina and aluminum facilities combined with high-end
rolling capabilities, it is the world’s largest aluminum rolling company. It stands among
Asia's leading primary aluminum producers and is at the forefront of India's non-ferrous
metals sector.

Looking back at a brilliant journey:

2013

 First metal tapped at Mahan Aluminum.

 Utkal Alumina Refinery goes on stream.

2011

 Refinance of Novelis debt of US$4 billion to enable strategic flexibility for growth.
This was a landmark innovation in financing - not only did Hindalco get back 50 per
 cent of the invested equity within four years, but also opened up a novel funding
avenue between Novelis and Hindalco.
 Achieved financial closure of two projects through debt financing - Utkal Alumina for
Rs.4, 906 crore and Mahan aluminum for Rs.7,875 crore.

2010

 Expansion of copper rod mill to 160 KTPA.

2009

 QIP: Raised US$600 million for projects, the largest straight QIP in India.

2008

 Alumina expansion at Muri.

 Rights issue: Raised a total of Rs.4, 426 crore for re-financing the bridge loan taken
for the acquisition of Novelis.

2007

 Successful acquisition of Novelis, making Hindalco the largest in aluminum rolling

and among the global top five metals majors, with a presence in 12 countries outside
India.
 Acquisition of Alcan’s 45 per cent equity stake in the Utkal Alumina project, thereby
making Hindalco the 100 per cent project owner.

2006

 Hindalco announces 10:1 stock split. Each share with face value of Rs.10 per share
split into 10 shares of Rs.1 each.
 Hindalco completes largest rights issue in the history of Indian capital markets with a
total size of Rs.22, 266 million.
 Equity offering and subsequent listing of Aditya Birla Minerals Limited on the
Australian Stock Exchange.
 MoU signed with the government of Madhya Pradesh for a Greenfield aluminum
smelter in the Siddhi district of the state.
2005

 All businesses of Indal, except for the Kollur foil plant in Andhra Pradesh, merged
with Hindalco Industries Limited.
 MoU signed with the state governments of Odisha and Jharkhand for setting up
Greenfield alumina refining, smelting and power plants.
 Commissioned Copper III expansion, taking total capacity to 500,000 TPA.

2004

 Copper smelter expansion to 250,000 TPA.

2003

 Hindalco acquires Nifty copper mine in March 2003, through Aditya Birla Minerals
Limited (ABML, formerly Birla Minerals Resources Pty. Ltd.).
 ABML acquires Mount Gordon copper mines in November 2003.
 Equity stake in Indal increased to 96.5 per cent through an open offer.
 Brownfield expansion of aluminum smelter at Renukoot to 345,000 TPA.

2002

 Amalgamation of Indo Gulf Corporation Limited’s copper business, Birla Copper,

with Hindalco, effective from April 1, 2002

2000

 Acquisition of controlling stake in Indian Aluminum Company Limited (Indal) with

74.6 per cent equity holding.

1999

 Aluminum alloy wheels production commenced at Silva’s.

 Brownfield expansion of metal capacity at Renukoot to 242,000 TPA.
1998

 Foil plant at Silvassa goes on stream. Hindalco attains ISO 14001 EMS certification.

1995

 Mr. Kumar Mangalam Birla takes over as Chairman of the Hindalco Board.

1991

 Beginning of a major expansion program me.

1967

 Commissioning of Renusagar power plant – a strategic and far-sighted move.

1965

 Downstream capacities commissioned (rolling and extrusion mills) at Renukoot.

1962

 Commencement of production at Renukoot (Uttar Pradesh) with an initial capacity of

20,000 MTPA of aluminum and 40,000 MTPA of alumina.

1958

 Incorporation of Hindalco Industries Limited.

Our companies
me

Novelis Inc

Acquired by Hindalco in 2007, Novelis is the world leader in rolled aluminum products,
delivering unique solutions for the most demanding global applications, such as beverage
cans, automobiles, and architecture and consumer electronics. Our unique material advantage,
customer-focused innovation and unparalleled commitment to sustainability define the
Novelis brand.
Aditya Birla Minerals

Aditya Birla Minerals is an Australian mining company with a focus on copper production
and exploration. Based in Perth, West Australia, the company conducts its activities at the
Birla Nifty Copper Operation in the Great Sandy Desert, WA and the Mt Gordon Copper
Operation located in the Mt Isa Block in Queensland. Aditya Birla Minerals is part of the
Aditya Birla Group and is part owned by Hindalco.
Hindalco-Almex Aerospace

Hindalco-Almex Aerospace Limited manufactures high-strength aluminum alloys for

applications in the aerospace, sporting goods and surface transport industries. A joint venture
between Hindalco and Almex Aerospace, Hindalco-Almex operates a first-of-its-kind facility
in India, which is exclusively devoted to high-performance aluminum alloys.
Management team
Hindalco is steered by a team of experienced individuals with strong credentials:

 Board of Directors

 Company Leadership Teams

Board of Directors

 Mr. Kumar Mangalam Birla, Chairman

 Mr. Debnarayan Bhattacharya, Managing Director

 Mr. Satish Pai, Deputy Managing Director

 Mr. AK Agarwala

 Mr. Jagdish Khattar

 Mr. KN Bhandari

 Mr. MM Bhagat

 Mr. NJ Jhaveri

 Mrs. Rajashree Birla

 Mr. Ram Charan

Company Leadership Teams

Hindalco Industries Limited:

 Mr. Debnarayan Bhattacharya, Managing Director

 Mr. Satish Pai, Deputy Managing Director

 Mr. Dilip Gaur, Group Executive President, Copper

  Mr. Praveen Maheshwari, Chief Financial Officer

 Mr. DK Kohly, Chief Officer Operations, Renukoot Unit & Renusagar Units

 Mr. Vineet Kaul, Chief People Officer

 Mr. Sachin Satpute, Chief Marketing Officer, Aluminium

 Mr. BB Jha, Head, Corporate Projects and Procurement Cell

 Mr. Sanjay Sehgal, President, Chemicals

 Mr. Anil Malik, Company Secretary

Utkal Alumina International Limited:

 Mr. Vijay Sapra, President

Novelis Inc.:

 Mr. Philip Martens, President and Chief Executive Officer

Aditya Birla Minerals Limited:

 Mr. Sunil Kulwal, CEO and MD


Mr. Kumar Mangalam Birla

Chairman, Hindalco Industries

Mr. Kumar Mangalam Birla, Chairman, Hindalco Industries

Mr. Kumar Mangalam Birla (46) is the Chairman of the US $40 billion multinational Aditya
Birla Group, which operates in 36 countries across six continents. Over 50 per cent of its
revenues flow from its operations outside India.

Mr. Birla chairs the Boards of the major Group companies in India and globally. The global
companies include Novelis, Columbian Chemicals, Aditya Birla Minerals, Aditya Birla
Chemicals, Thai Carbon Black, Alexandria Carbon Black and Domsjö Fabriker among
others. In India, Mr. Birla chairs the Boards of Hindalco, Grasim, Aditya Birla Novo,
UltraTech and Idea cellular.

Business record

Mr. Birla took over as Chairman of the Group in 1995, at the age of 28, after the untimely
demise of his father. As Chairman, Mr. Birla has taken the Aditya Birla Group to an
altogether higher growth trajectory. In the 17 years that he has been at the helm of the Group,
he has accelerated growth, built a meritocracy and enhanced stakeholder value.

In the process he has raised the Group's turnover from US $2 billion in 1995 to US $40
billion today. Mr. Birla has restructured the businesses to emerge as a global/national leader
in the sectors in which the Group operates. He has made 26 acquisitions in 17 years in India
and globally, the highest by an Indian multinational in India.
The acquisition of Novelis, global metals major in 2007, the second largest acquisition ever
by an Indian company, led to a new-found respect for Indian companies and stoked a higher
level of interest in the country as well. Recently, the acquisition of Columbian Chemicals, a
US-based company and the world's third largest carbon black manufacturer positioned the
Group as the No. 1 player in this sector, given its own sizeable carbon black operations.
Likewise, the acquisition of Domsjö Fabriker, a leading Swedish speciality pulp
manufacturer enables the Group's Pulp and Fibre business to further consolidate its global
position.

Besides these, over the years Mr. Birla has acquired manufacturing plants in Canada, China,
Indonesia, plantations in Laos, and mines in Australia, set up new plants in Egypt, Thailand
and China. Alongside, he has expanded capacities in all of the Group's manufacturing units.

In India as well, he has made major acquisitions, the most notable being the Cement division
of Larsen & Toubro, Indal from Alcan, Madura Garments from Coats Viyella and the Chlor
Alkali division of Kanoria Chemicals

Under his stewardship, the Aditya Birla Group enjoys a position of leadership in all the major
sectors in which it operates. Over the years, Mr. Birla has built a highly successful
meritocratic organization, anchored by an extraordinary force of 136,000 employees
belonging to 42 different nationalities.

In key responsible positions on various regulatory bodies

Mr. Birla has held and continues to hold several key positions on various regulatory and
professional Boards. An erstwhile Director on the Central Board of Directors of the Reserve
Bank of India, he was also Chairman of the Advisory Committee constituted by the Ministry
of Company Affairs and served on The Prime Minister of India's Advisory Council on Trade
and Industry.

As the Chairman of Securities and Exchange Board of India (SEBI) Committee on Corporate
Governance, he authored the First Report on Corporate Governance titled "Report of the
Kumar Mangalam Birla Committee on Corporate Governance". Its recommendations were
path breaking and became the basis of corporate governance norms. Furthermore, as the
Convener of the Prime Minister's Task Force on Administrative and Legal Simplifications,
the extensive recommendations made by him in his report, have been implemented in totality.
Mr. Birla also served as Chairman of SEBI's committee on Insider Trading, which formulated
Corporate Governance principles for Indian corporate.

He is on the National Council of the Confederation of Indian Industry and the Apex Advisory
Council of the Associated Chambers of Commerce and Industry of India.

On the board of educational institutions

Mr. Birla is deeply engaged with educational institutions. He is the Chancellor of the
renowned Birla Institute of Technology & Science (BITS), with campuses in Pilani, Goa,
Hyderabad and Dubai.

He is a Director of the G. D. Birla Medical Research & Education Foundation.

He serves on the London Business School's Asia Pacific Advisory Board and is an Honorary
Fellow of the London Business School.

Accolades conferred on Mr. Birla

Mr. Birla has won recognition for his exemplary contribution to leadership processes and
institution/systems building. A selective list:

 Chosen Economic Times’ Business Leader of the Year Award 2012-13 for the second
time. His previous win was in 2003
 Forbes India Leadership Award – Flagship Award "Entrepreneur of the Year, 2012"
 'Ranked the 3rd Most Powerful CEO (2012)' in the Economic Times' Corporate
India's Definitive Power listing of 100 CEOs
 The Degree of Doctor of Science (Honoris Causa) in recognition of his role in
"pioneering great Engineering products involving Multi-disciplinary Engineering
thought processes in the Country" by the Visvesvaraya Technological University,
Karnataka, 20
 CNBC – TV18 India Business Leader Award 2012 for "Taking India Abroad"
 "GQ Business Leader of the Year Award - 2011" from Condé Nast India Pvt. Ltd., an
affiliate of Condé Nast Global
 "CNN – IBN Indian of the Year 2010 – Business", "for being the most outstanding
business person and making a success out of most businesses including the sunrise
sector", 2010
 The All India Management Association's (AIMA), Managing India Awards "Business
Leader of the Year", 2010
 "The AIMA – JRD Tata Corporate Leadership Award", 2008
 The Honorary Degree of Doctor of Science (Honoris causa) in "recognition of his
invaluable contribution in the field of Business Administration" by the G. D. Pant
University of Agriculture & Technology, 2008
 "For the development of technology and also for the involvement in the field of
Industries in bringing the country at par with other countries in the field of
Industries", the SRM University in Tamil Nadu conferred the Degree of Doctor of
Literature, 2008
 The Asia Pacific Global HR Excellence – "Exemplary Leader" Award, 2007
 "The Global Indian Leader of the Year" by NDTV Profit in their Business Leader
Awards category, 2007
 The Lakshmipat Singhania – IIM, Luck now "National Leadership Award, Business
Leader", 2006
 Represented India at the Ernst & Young World Entrepreneur Award in Monte Carlo,
Monaco in June 2006, where he was inducted as a "Member of the Ernst & Young
World Entrepreneur of the Year Academy"
 "The Ernst & Young Entrepreneur of the Year" Award, 2005
 Chosen by the World Economic Forum (Davos) as one of the "Young Global
Leaders", 2004
 "The D. Lit (honoris Causa) Degree" by The Banaras Hindu University, 2004
 "Honorary Fellowship" by the All India Management Association, 2004
 "The Business Leader of the Year", The Economic Times Awards for Corporate
Excellence 2002-2003
 "Business Man of the Year-2003" by Business India
 The Rajiv Gandhi Award for "Business Excellence and his contribution to the
country" by the Mumbai Pradesh Youth Congress, 2001
 The National HRD Network, "The Outstanding Business Man of the Year", 2001
 The Institute of Directors' "Golden Peacock National Award for Business
Leadership", 2001
  Hindustan Times', "The Businessman of the Year", 2001
 The Bombay Management Association – "The Management Man of the Year 1999-
2000"
 "Among the 10 super Stars of Corporate Finance" – Global Finance, 1998
 "Among the top 10 of India's most admired and respected CEOs and the top CEO of
the coming millennium", Business World, 1998

Beyond business: Reaching out to the marginalized sections of the society

A firm practitioner of the trusteeship concept, Mr. Birla has institutionalized the concept of
caring and giving at the Aditya Birla Group. With his mandate, the Group is involved in
meaningful welfare-driven activities that distinctively impact the quality of life of the weaker
sections of society, touching hundreds of villages that are among the poorest in India,
Thailand, Indonesia, Philippines and Egypt.

In India, the Group is engaged in 3,000 villages, reaching out to seven million people
annually and making a difference to their lives through meticulously conceived projects
focusing on health care, education, sustainable livelihood, infrastructure and social causes.
For instance, the Group runs 42 schools which provide quality education to 45,000 children.
Of these, over 18,000 children receive free education. Additionally, over a 100,000
youngsters benefit from bridge educational programmes and vocational training. Its 18
hospitals tend to more than a million

Villagers. In line with the commitment to sustainable development, a partnership has been
formed with the Columbia University in establishing the Columbia Global Centre's Earth
Institute in Mumbai. To embed CSR as a way of life in organizations, the FICCI – Aditya
Birla CSR Centre for Excellence was set up in Delhi.

Educational background

A commerce graduate from the Mumbai University, Mr. Birla is a chartered accountant. He
earned an MBA from the London Business School.
Personal details

Born June 14, 1967, in Kolkata, Mr. Birla was raised in Mumbai. Mr. Birla and his wife, Mrs.
Neerja Birla, have three children, Ananyashree, Aryaman Vikram and Advaitesha.
Mr. Debnarayan Bhattacharya

Managing Director, Hindalco Industries

Mr. D. Bhattacharya heads the Aditya Birla Group's non-ferrous metals business, and is the
Managing Director of Hindalco Industries Limited, which is a global leader in aluminum and
copper. With Hindalco acquiring Novelis, the world's largest aluminum rolling company in
May 2007, Mr. Bhattacharya became the Vice Chairman of Novelis Inc. Under his able
leadership, Hindalco earned the Forbes Asia Fabulous 50 award in 2010.

He is the Chairman of Utkal Alumina International Limited and of Aditya Birla Minerals
Limited, a wholly-owned copper subsidiary of Hindalco in Australia, which runs two copper
mines — one in Nifty and the other one in Mt. Gordon.Mr. Bhattacharya is Director of
Aditya Birla Management Corporation Private Limited.

Other positions held by Mr. Bhattacharya include Director - The Fertilizer Association of
India (FAI).Before taking over as Managing Director of Hindalco Industries Limited, Mr.
Bhattacharya was the Managing Director of erstwhile Indo Gulf Corporation Limited.

In 2010, Mr. Bhattacharya received the Quimper Gold Standard (Business) award for
successfully implementing world-class quality practices and achieving outstanding
performance

Results at Hindalco. Mr. Bhattacharya is the recipient of the prestigious India Business
Leader of the Year Award (IBLA) 2005, and the much coveted The Asia Corporate Citizen of
the Year Award (ABLA) 2005.

Mr. Bhattacharya is the recipient of the LEXI Award 2007 for Strategic and Leadership
Excellence and the IIM-JRD Tata award 2011for excellence in corporate leadership in
metallurgical industries. In 2011, Mr. Bhattacharya received the Fray International
Sustainability Award for leadership in developing and applying innovative business plans and
operations for sustainability development from an environmental, economic and social point
of view.

Mr. Bhattacharya earned a B. Tech (Hons.) in Chemical Engineering from IIT, Kharagpur,
and a B.Sc. (Hons.) in Chemistry from Presidency College, Kolkata. IIT Kharagpur has
conferred upon him the Distinguished Alumnus Award 2012 on the occasion of the institute’s
diamond jubilee celebrations.
Strategy
A business model defines how a business will operate and in large part dictates the level of
success it can hope to achieve. Hindalco objective is to play optimally in the aluminum value
chain, balancing between the more volatile high margin upstream products and the steadier
low margin downstream portfolio. Hindalco vertical expansion in the copper business, its
efficient handling of logistics and thrust on research and development has resulted in
advances in the company's operations and commercial strategy as well as an increased focus
on foreign trade.

Hindalco strategy:

 An integrated approach for Aluminum

 Expanding vertically for Copper
 Aluminum: an integrated Approaches
 Hindalco Industries Limited has long been a leading integrated producer of aluminum,
among the industry’s top companies across Asia. The aluminum operation extends
from mining of bauxite to the production of primary aluminum and value-added
downstream products such as flat rolled products (FRP), extrusions and also
customized consumer products such as foils.
 The objective is to balance between the more volatile high-margin upstream products
and the steadier low-margin downstream portfolio. Hindalco upstream strategies for
the aluminum industry focuses on continuing existing low-cost operations and
progressing on new Greenfield projects that will further improve cost competitiveness
through lowest production costs; by controlling key resources, such as bauxite mines,
refineries, power plants and coal; and reaping benefits of economies of scale. We also
maintain our focus on sustainable development
 Captive bauxite mines that provide the highest quality bauxite and a refinery located
near the mine, state-of-the-art technology and economies of scale further enhance our
cost advantage.
 Aluminum is a power-intensive industry. One tone of aluminum requires over 15,000
Kwh of power. Power constitutes almost 40 per cent of the total cost of production.
 Low cost, uninterrupted power is absolutely vital for the successful aluminum
operations. Our
 smelters fully backed by captive power plants located at the pitheads of the owned
coal mines make us one of the lowest cost producers globally
 Downstream products


 We are the market driver for aluminum products in India, being the largest
downstream producer.
 We leverage our strengths further when it comes to downstream strategy. The
acquisition of downstream producer Novelis gives us a well-diversified geographical
market baseand enhances our stature in the area of downstream production.
 Novelis is the world leader in rolled aluminum products; thus, this acquisition extends
our reach in the industry. Novelis also has long-standing relationships with leading
customers, which Hindalco expects to grow. This combination of strong integrated
and downstream production offers us multiple advantages.


 Copper: Expanding verticals

 Hindalco has the world's largest single-location custom smelters at our Dahej facility
in Gujarat, India, along with a power plant and nearby jetty. In our pursuit of vertical
expansion, we extended our presence in copper production across national borders
when we acquired the Nifty and the Mt. Gordon mines in Australia. These mines
secure partial supply of our concentrate requirement.
 The efficient handling of logistics and transportation in this business is paramount in
keeping costs low, and that is why our ownership of the all-season jetty at Dahej is so
financially advantageous. We are also mindful of opportunities related to the
production of copper that can benefit the business.
 Gold and silver have an affinity to copper ore. We extract them, as well as trace
amounts of platinum and palladium after copper refining. We ensure that the dispatch
of these
 Precious metals are conducted using special armored vehicles that we contract on a
long-term basis through agencies.
 We use the sulphuric acid employed in copper processing by converting it to
phosphoric acid and then using that to produce the fertilizers – diammonium
phosphate and nitrogen phosphorus potassium compound.

We also import the rock phosphate required to produce phosphoric acid using our jetty,
which is capable of handling more than four million tpa of cargo. The jetty is also used to
import copper concentrate, ammonia and coal and to export copper products. One and
two million tpa of commercial cargo can additionally be handled, depending on captive
cargo requirements.

 Another strong growth catalyst is research and development. We maintain a steady

focus on research, which has resulted in advances in the company's operations and
commercial strategy as well as an increased focus on foreign trade.
Awards and recognitions Home
Hindalco has won several awards for community welfare, environment protection, and also
for quality and export performance.

2011

 Hindalco bagged the prestigious CII – EXIM Bank Business Excellence Award 2011
for its "strong commitment to excel on the journey towards business excellence".

 Birla Copper, a division of Hindalco, won the IMC Ramakrishna Bajaj Quality Award
Commendation Certificate.
  Hindalco Renusagar won the Genentech Safety Gold Award 2011 in power sector for
outstanding achievement in safety management by Genentech Foundation, New
Delhi.

2010 Renukoot

NIPM Gold Award for Best HR Practices for the year 2010 by National Institute of
Personal Management (NIPM).

 Genentech Gold Safety Award 2010 for Occupational Health and Safety Management
in the mining and metals sector by Genentech Foundation, New Delhi.

 Genentech Environment Excellence Gold Award 2010 in the metals sector for its
efforts towards environment management by Genentech Foundation, New Delhi.

 The Golden Peacock Award for Corporate Social Responsibility for the year 2010.

 Genentech HR Excellence Silver Award for 2010 for excellence in training.

 Best Exporter Award for 2010 by the Container Corporation of India for contributing
to India's economic progress through significant volume of exports.

 National Energy Conservation Award (Second Prize) 2010, in the metals sector
presented by the Ministry of Energy, Government of India.

 Silver Certificate of Indian Manufacturing Excellence Award — 2010 by Economic

Times and Frost & Sullivan

Renusagar

 Genentech Gold Award 2010 in thermal power sector for outstanding achievement in
environment management by Genentech Foundation, New Delhi.

 Commendation for Safety Innovation Award 2010 by the Institution of Engineers

(India).

 Special Commendation for the Golden Peacock Environment Management Award

2010 by the Institute of Directors, New Delhi.
 Hindalco Renusagar power division bagged the Golden Peacock Environment
Management Award during the Global Convention on Climate Security. The
convention was held at Palampur, Himachal Pradesh from 12 to 14 June 2009. Dr.
Madhav Mehra, President, World Council for Corporate Governance honored
Renusagar power division with the award in the services category.
COMPANY

PROFILE
HINDALCO

INDUSTRIES

LIMITEDS

RENUSAGAR

POWER

DIVISION

SONEBHADRA
ORGANIZATION PROFILE

NAME OF THE ORGANIZATION HINDALCO INDUSTRIES LIMITED.

Renusagar Power DivisionDDRESS
OFORGANIZATION

ADDRESS OF THE ORGANIZATION RENUSAGAR POWER DIVISION

P.O. RENUSAGAR,
DISTT. SONEBHADRA,
(U.P.) PIN-231218
TYPE OF ORGANIZATION PRIVATE SECTOR

NATURE OF THE ORGANIZATION MANUFACTURING SUPPORT

CONTACT PERSON & DETAILS
(CAPTIVE THERMAL POWER PLANT)
G.S.Chouhan
(Asst. Vice President-HR)
Nish ant Kr. Gupta
(Asst. General Manager – TTMDC)
HINDALCO INDUSTRIES LIMITED.
(Renusagar Power Division)
P.O. RENUSAGAR, DISTT. SONEBHADRA,
(U.P.) PIN-231218
Phone No. : 05446 – 277161-63
Fax No. : 05446 – 272382/277164
E-mail ID :
giriraj.chouhan@adityabirla.com
nishant.gupta@adityabi
rla.com

TOTAL NO. OF EMPLOYEES Contract : 1450

Permanent : 1375
Staff : 719
RENUSAGAR POWER DIVISION – AN OVERVIEW

Renusagar Power Division (RPD) is a Captive Power Plant

of Hindalco Industries Limited, country’s leading
aluminum producer and a flagship company of The Aditya
Birla Group. It has the distinction of being the first
Captive Power Plant for Aluminium Company in India. The
great visionary Late Syt G.D. Birla conceptualized the
Power Plant at Renusagar way back in 1964. Renusagar
Power Division is located at the pithead of Singrauli Coal
Seam of Northern Coal Fields Limited (NCL) and on the
banks of Rihand Lake. It is situated in Sonebhadra District
of Uttar Pradesh (U.P.) on the border of U.P. and M.P. It is 200 KM from Varanasi
and 40 KM from Renukoot. This region is known as Power Capital of the country
and contributes approximately 10000 MW to the national economy.

GEOGRAPHICAL
LOCATION OF RENUSAGAR

The first Unit of 67.5 MW capacity was 800

742
commissioned in 1967 at RPD. In the last 700

40 years the plant has grown more than 600 575

500
ten times, now it is having 11 Boilers & 10 500
425

Turbo-Generators and the current

MW

400
350

300
283
installed capacity is 742 MW. The capacity 209
200
growth at RPD has been in accordance with 135
100 67.6
the capacity growth of Aluminium plant at
0

Hindalco - Renukoot. 1966-67 1967-68 1980-81 1982-83 1988-89

Year
1996-97 1997-98 1998-99 1992-03

Capacity Growth at Renusagar

RENUSAGAR POWER DIVISION

Renusagar Power Division was conceptualized by great visionary Late Mr.Ghanshyam Das
Birla in the early 1960s. The Company was registered on 6th March 1964. Renusagar has the
distinction of being first captive power plant for Aluminium Industry in India. The project
started in full swing in 1965 and finally the first turbo Generator (TG#1) was put on Load on
9th September 1967. Over the last 45 years, the company has gradually increased its
generating capacity from 67.5 MW in 1967 to 741.7 MW in 2003.

Renusagar has attained environment clearance for increasing its capacity to 999.7 MW to
match the power requirement for proposed expansion at Hindalco-Renukoot.

Today, Renusagar is one of the Country’s best operated and maintained Power Plants which
have set many benchmarks. As far as plant performance is consistently (PLF, Aux Power
Consumption, and Heat Rate). Renusagar has been consistently maintaining PLF of more
than 100% highest PLF of 104.36% was recorded in FY’ 12.

The Company has always endeavored to “Beat the Best” as a result it has brought down its
auxiliary Power Consumption to 9% of figure which is virtually unimaginable for a part of its
size. Renusagar has always believed in inclusive growth taking all its stakeholders-employees
and society along. In recent vibes survey, employee’s satisfaction score for Renusagar stands
at 94% the best in Metal business.

Concern for environment has always been one of the focal point in Renusagar agenda. It was
the first power plant to establish “Zero Discharge of Water”. 99% efficient ESPs help to keep
environment clean. It has been supplying 100% fly ash to cement companies.

It was the first Captive Power Plant for an Aluminium Industry in India. Hindalco Industries
Ltd. Was commissioned was back in 1967 with only 2 units, each of 67.5 MW. Now, present
installed capacity is of 741.7 MW and that to with 10 Turbo Generating Sets, with 1 kept in
Spare, which makes it 11 in count.

Hindalco Renusagar Power Division was the first power plant in India to have an additional
Spare Boiler, being installed in 1981 to avoid the Generation Loss in case of outage of Unit
Boilers. Consistently, this power Plant has been operating at Plant Load Factor9PLF0 above
90%, and for last two years, it has been maintained for above 97%. And, this is comparable to
the BEST world-wide. Present Coal Consumption is about 55.24 LMT/ year and Ash
Generation amount about 22.13LMT/year.

Power

Power for Hindalco integrated complex at Renukoot is sourced from the Renusagar power
plant, about 40km from Renukoot. The captive power plant has 10 power generating units
and has a current generation capacity of 742MW. Excellent operational standards have
ensured a consistent plant load factor of over 90 per cent.

The integrated complex at Renukoot also houses a co-generation plant of 37.5MW capacity.
A new co-generation plant of 41MW capacity has been commissioned to meet the
requirements of the enhanced capacities, post the expansion.

The Hirakud captive power plant provides uninterrupted power to the Hirakud smelter. This
generation capacity of this plant is being enhanced to 467.5MW from 367.5MW. The captive
power plant sources coal from captive Talabira coal mines.
 Renusagar Power Plant has 10 power generating units
 Renusagar Power Plant is Renukoot captive power plant
 Renusagar has a current generation capacity of 742MW
Vision and values Home
Our vision

To be a premium metals major, global in size and reach, excelling in everything we do, and
creating value for its stakeholders.

Our mission

To relentlessly pursue the creation of superior shareholder value, by exceeding customer

expectation profitably, unleashing employee potential, while being a responsible corporate
citizen, adhering to our values.

Our values

Honesty in every action

On the foundation of integrity, doing what it takes to deliver, as promised

Missionary zeal arising out of an emotional engagement with work

Thinking and working together across functional silos, hierarchy levels, businesses and
geographies

Responding to stakeholders with a sense of urgency

TECHNICAL TRAINING AND MANAGEMENT DEVELOPMENT CENTRE

A motivated workforce equipped with latest knowledge and skill is underlying philosophy
for all HR related strategies of Renusagar Power Division. For overall development of our
employees, we have a well-established Technical Training and Development Centre
(TTMDC), which is equipped with all the facilities and well-trained faculties. The training
centre is recognized as GRADE-A institute in Category-I by Central Electricity Authority -
Ministry of Power – Government of India, for imparting training to power plant
personnel.

TTMDC is the only private sector training institute recognized as Grade ‘A’ training
centre in the country.

TTMDC represents Renupower commitment to identify and build

capabilities of its people. In doing so, it strives to create
multiple learning opportunities for its people and create a
culture of learning and development. TTMDC is conceived, as a
one-stop solution provider to the capability needs of the
business and promoting a culture of self-learning.

Training and retraining of our employees is one of the motivating factors responsible for
outstanding plant performance (PLF, specific oil & water consumption, Aux. power
consumption etc.), best maintenance practices and productive work culture.

Training and Development activities of the centre are comprehensive covering all
aspects of power plant operation & maintenance and management development;
and methodology adopted to ensure that these training experiences are effective.
Training and Development activities at Renusagar are grouped into three categories:

 Functional/Technical Programmes
 Managerial/Behavioral Programmes
 Supporting Programmers catering to the need of organizational initiatives like ISO
Certification (ISO 9001, ISO 14001, and OHSAS 18001), QC, WCM Implementation,
ERP etc.
While Induction & Orientation Level Training (IOLT), Technical Skill Development
Programmes, Management and Supervisory Development Programmers, Mock Drills and
Supportive Programmers on ISO-14001 and ISO-9001 and OHSAS 18001 are aimed at
knowledge and skill development. A number of initiatives like departmental Learning
System and Coaching (LSC), Mentoring, Quality Circle, Inter Unit Visits, One Point Lessons,
KAIZENS contributes to creating an open atmosphere and spread the implicit & explicit
knowledge concentrated in different pockets of the organization.

Professor TV Rao (IIM-Ahmadabad and presently director of HRD – Hyderabad) visited

training centre in 1995 and gave his comments for the training centre which is as
follows:

“Very impressive training centre. Well equipped, arranged and explained. This could be a model for all educational and
training institutions in the country. I would strongly recommend this centre to become a National Resource Centre in
technical training so that many more such centers can come up to take the technical educational training forward.”
Front View of Technical Training & Management Development Centre (TTMDC)
2.0 INNOVATIVE TRAINING PRACTICES

HR Meet is organized every year to understand the business need and set future
direction for HR and training. In this meet business performance, challenges and
future goals are communicated by our Chief People Officer for the year.

The priority areas identified for the year 2007-08 & 08-09 were as follows -
 Talent Retention.
 Sustainability and Cost Reduction.
 Building competencies based on job requirement, current / future.
 Bridging the skill gap arising out of Modernization and Technological Changes.
 Developing people to meet the future Business Growth
 Multi-skilling of employees for attaining flexibility in their deployment.
 Developing Managerial Competence and transforming managers into leaders.
 Attitudinal Reorientation to promote a new work ethos, emphasizing performance
orientation, participation and innovation.

TTMDC have adopted “Innovative Training Practices” in the following areas:

A. Talent Retention.
B. Sustainability and Cost Reduction.
C. Building competencies based on job requirement, current / future.
D. Bridging the skill gap arising out of Modernization and Technological Changes.
E. Strengthen the Shop-Floor Learning.
F. Leveraging IT for Learning.
G. Re-enforcing values in our employees.
H. Training Methodology
I. Training Effectiveness
 RESEARCH METHOD
Scientific research involves a systematic process that focuses on being objective and
gathering a multitude of information for analysis so that the researcher can come to a
conclusion. This process is used in all research and evaluation projects, regardless of the
research method (scientific method of inquiry, evaluation research, or action research). The
process focuses on testing hunches or ideas in a park and recreation setting through a
systematic process. In this process, the study is documented in such a way that another
individual can conduct the same study again. This is referred to as replicating the study. Any
research done without documenting the study so that others can review the process and
results is not an investigation using the scientific research process. The scientific research
process is a multiple-step process where the steps are interlinked with the other steps in the
process. If changes are made in one step of the process, the researcher must review all the
other steps to ensure that the changes are reflected throughout the process. Parks and
recreation professionals are often involved in conducting research or evaluation projects
within the agency. These professionals need to understand the eight steps of the research
process as they apply to conducting a study. Table 2.4 lists the steps of the research process
and provides an example of each step for a sample research study.

Step 1: Identify the Problem

The first step in the process is to identify a problem or develop a research question. The
research problem may be something the agency identifies as a problem, some knowledge or
information that is needed by the agency, or the desire to identify a recreation trend
nationally. The problem that the agency has identified is childhood obesity, which is a local
problem and concern within the community. This serves as the focus of the study.

Step 2: Review the Literature

Now that the problem has been identified, the researcher must learn more about the topic
under investigation. To do this, the researcher must review the literature related to the
research problem. This step provides foundational knowledge about the problem area. The
review of literature also educates the researcher about what studies have been conducted in
the past, how these studies were conducted, and the conclusions in the problem area. In the
obesity study, the review of literature enables the programmer to discover horrifying statistics
related to the long-term effects of childhood obesity in terms of health issues, death rates, and
projected medical costs. In addition, the programmer finds several articles and information
from the Centers for Disease Control and Prevention that describe the benefits of walking
10,000 steps a day. The

Information discovered during this step helps the programmer fully understand the magnitude
of the problem, recognize the future consequences of obesity, and identify a strategy to
combat obesity (i.e., walking).

Step 3: Clarify the Problem

Many times the initial problem identified in the first step of the process is too large or broad
in scope. In step 3 of the process, the researcher clarifies the problem and narrows the scope
of the study. This can only be done after the literature has been reviewed. The knowledge
gained through the review of literature guides the researcher in clarifying and narrowing the
research project. In the example, the programmer has identified childhood obesity as the
problem and the purpose of the study. This topic is very broad and could be studied based on
genetics, family environment, diet, exercise, self-confidence, leisure activities, or health
issues. All of these areas cannot be investigated in a single study; therefore, the problem and
purpose of the study must be more clearly defined. The programmer has decided that the
purpose of the study is to determine

If walking 10,000 steps a day for three days a week will improve the individual’s health. This
purpose is more narrowly focused and researchable than the original problem.

Step 4: Clearly Define Terms and Concepts

Terms and concepts are words or phrases used in the purpose statement of the study or the
description of the study. These items need to be specifically defined as they apply to the
study. Terms or concepts often have different definitions depending on who is reading the
study. To minimize confusion about what the terms and phrases mean, the researcher must
specifically define them for the study. In the obesity study, the concept of “individual’s
health” can be defined in hundreds of ways, such as physical, mental, emotional, or spiritual
health. For this study, the individual’s health is defined as physical health. The concept of
physical health may also be defined and measured in many ways. In this case, the
programmer decides to more narrowly define “individual health” to refer to the areas of
weight, percentage of body fat, and

Cholesterol. By defining the terms or concepts more narrowly, the scope of the study is more
manageable for the programmer, making it easier to collect the necessary data for the study.
This also makes the concepts more understandable to the reader.

Step 5: Define the Population

Research projects can focus on a specific group of people, facilities, park development,
employee evaluations, programs, financial status, marketing efforts, or the integration of
technology into the operations. For example, if a researcher wants to examine a specific
group of people in the community, the study could examine a specific age group, males or
females, people living in a specific geographic area, or a specific ethnic group. Literally
thousands of options are available to the researcher to specifically identify the group to study.
The research problem and the purpose of the study assist the researcher in identifying the
group to involve in the study. In research terms, the group to involve in the study is always
called the population. Defining the

Population assists the researcher in several ways. First, it narrows the scope of the study from
a very large population to one that is manageable. Second, the population identifies the group
that the researcher’s efforts will be focused on within the study. This helps ensure that the
researcher stays on the right path during the study. Finally, by defining the population, the
researcher identifies the group that the results will apply to at the conclusion of the study. In
the example in table 2.4, the programmer has identified the population of the study as
children ages 10 to 12 years. This narrower population makes the study more manageable in
terms of time and resources.
Step 6: Develop the Instrumentation Plan

The plan for the study is referred to as the instrumentation plan. The instrumentation plan
serves as the road map for the entire study, specifying who will participate in the study; how,
when, and where data will be collected; and the content of the program. This plan is
composed of numerous decisions and considerations that are addressed in chapter 8 of this
text. In the obesity study, the

Researcher has decided to have the children participate in a walking program for six months.
The group of participants is called the sample, which is a smaller group selected from the
population specified for the study. The study cannot possibly include every 10- to 12-year-old
child in the community, so a smaller group is used to represent the population. The researcher
develops the plan for the walking program, indicating what data will be collected, when and
how the data will be collected, who will collect the data, and how the data will be analyzed.
The instrumentation plan specifies all the steps that must be completed for the study. This
ensures that the programmer has carefully thought through all these decisions and that she
provides a step-by-step plan to be followed in the study.

Step 7: Collect Data

Once the instrumentation plan is completed, the actual study begins with the collection of
data. The collection of data is a critical step in providing the information needed to answer
the research question. Every study includes the collection of some type of data—whether it is
from the literature or from subjects—to answer the research question. Data can be collected
in the form of words on a survey, with a questionnaire, through observations, or from the
literature. In the obesity study, the programmers will be collecting data on the defined
variables: weight, percentage of body fat, cholesterol levels, and the number of days the
person walked a total of 10,000 steps during the class.

The researcher collects these data at the first session and at the last session of the program.
These two sets of data are necessary to determine the effect of the walking program on
weight, body fat, and cholesterol level. Once the data are collected on the variables, the
researcher is ready to move to the final step of the process, which is the data analysis.
Step 8: Analyze the Data

All the time, effort, and resources dedicated to steps 1 through 7 of the research process
culminate in this final step. The researcher finally has data to analyze so that the research
question can be answered. In the instrumentation plan, the researcher specified how the data
will be analyzed. The researcher now analyzes the data according to the plan. The results of
this analysis are then reviewed and summarized in a manner directly related to the research
questions. In the obesity study, the researcher compares the measurements of weight,
percentage of body fat, and cholesterol that were taken at the first meeting of the subjects to
the measurements of the same variables at the final program session. These two sets of data
will be analyzed to determine if there was a difference between the first measurement and the
second measurement for each individual in the program. Then, the data will be analyzed to
determine if the differences are statistically significant. If the differences are statistically
significant, the study

Validates the theory that was the focus of the study. The results of the study also provide
valuable information about one strategy to combat childhood obesity in the community.

As you have probably concluded, conducting studies using the eight steps of the scientific
research process requires you to dedicate time and effort to the planning process. You cannot
conduct a study using the scientific research process when time is limited or the study is done
at the last minute. Researchers who do this conduct studies that result in either false
conclusions or conclusions that are not of any value to the organization.

This is an excerpt from Applied Research and Evaluation Methods in Recreation