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

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MAHATAMA EDUCATION SOCIETY’S 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 (PROF.PRERNA SHARMA)

__________ BMS Co-ordinator (PROF.PRERNA SHARMA)

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___________ Date: __________ External Examiner

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
LIMITED THE STUDY ABOUT GENERAL MANAGEMENT ACTIVITIES AT SUZLON ENERGY

in the academic year 2010 - 2011. The information

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

__________ Signature

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INDEX

INDEX

CONTENTS ACKNOWLEDGEMENT EXECUTIVE SUMMARY

PAGE NO.

Chapter 1

INTRODUCTION & METHODOLOGY & OBJECTIVE OF THE PROJECT

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Chapter 2 Chapter 3 3.1 3.2 3.3 3.5 3.6 3.7 3.8 Chapter 4

INDUSTRY PROFILE COMPANY PROFILE: SUZLON Suzlon Energy Ltd - Overview Corporate Philosophy Company Information History of Suzlon Organization Chart Awards & Contribution Supplier, Clients & Competitors COLLECTION & ANALYSIS OF DATA

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Chapter 5

INTERPRETATION OF DATA

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Chapter 6 Chapter 7 Chapter 8 Chapter 10 10.1 10.2 Chapter 11 11.1 11.2

HUMAN RESOURCE DEPARTMENT CONCLUSION GLOSSARY

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83 84

APPENDICES Bibliography Wibliography

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ANNEXURE Questions News paper article

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ACKNOWLEDGEMENT:

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.

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EXECUTIVE SUMMARY
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 5th 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

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CHAPTER 1

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.

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RESARCH METODOLOGY:

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RESEARCH METHODOLOGY:
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.

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SECONDARY DATA:
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.

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CHAPTER 2 WIND-MILL INDUSTRY PROFILE
First of all we need to understand how the wind energy works. 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

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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 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

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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 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.

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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 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%

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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:  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.

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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. 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;

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 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.
 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”

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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  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

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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 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.

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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 farmsSuzlon 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:
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,

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China, Italy, Portugal and South Korea making for a significant Suzlon presence on all major wind energy continents.

Research & DevelopmentSuzlon 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

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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 ProductsSuzlon 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 IntegrationSuzlon, 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.

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Global ReachSuzlon’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 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.

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QualitySuzlon’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:

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 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 Girish R Tanti Ashish Dhawan V Raghuraman Pradip Kumar Khaitan Corporate Office Chairman and Managing director Whole Time Director Independent Director Independent Director Independent Director

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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

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RBU Unit production activities are started when incoming materials in the plant. Two type of incoming materials are there Imported material comes from abroad 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 GM & Above DGM/AGM/Sr. Mgr. Mgr./ Dy. Mgr. /Asst. Mgr. Executive / Sr. Engr. /Sr. Officer / Engr. Officer / Jr. Engr. / Trainee Engr./ Sr. Asst./ Sr. Tech, Supervisor / Tech / Tel. Operator / Receptionist. Asst. Technician / Workman / Helper /w/s Asst. / Peon / Drivers. M-0 6 Grade SM-3 &Above SM-1&SM-2 M-5& M-6 M-3 & M-4 M-1& M-2 Category 1 2 3 4 5

 Generally the contract workers are not taken into consideration for the production and operation purposes. They are only meat for housekeeping and other activities.

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 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.

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
M-0 M-1 M-2 M-3 M-4 M-5 M-6 S-1

No Of employees
46 166 10 14 6 4 4 1

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Total

251

 These 251 employees are allocated to different departments as shown in the table in the next page:-

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

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History of Suzlon
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

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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 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 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 perkilowatt- hour, in order to create ever more competitive technology and products. an

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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 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.

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MILESTONE OF SUZLON
1986-1990 Sulzer Synthetics • • Project Size : Rs.110 lacs Capacity : 500 MT

15th August, 1987 Textile Plant at Ankleshwar Commisioned • • 1990-1995 1995-2000 Plant commissioned in record time Only the third of its kind in India

New Company Rechristened SUZLON 1992- Group Decides to go Public 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
2007.2009

The ISO/IEC 27001:2005 certification is awarded 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

35

Standardization (ISO) and the International Electrotechnical Commission (IEC).

ORGANIZATION CHART  ORGANIZATIONAL CHART OF SUZLON ENERGY LTD ROTOR BLADE UNIT (RBU) MUMBAI
VP GM

PRODUCTION

HR/ADMIN

DISPATCH

COMMERC IAL

STORES

PPC

PRODUCTI ONMANAG ER ASST MANAGER

HR EXE

ADMIN EXE

LOGISTI C OFFICER

STORES EXECUTIVE

Sr. Engineer

TECHNICI AN

OFFICER

ENGINEE R

SR. ENG

SR. ENG

TECH & FORKLIFT OPERATOR

ENG

ENG

PURCHASE MANAGER

ACC MANAGER PURCH SE ACOUN T PURCH SE ACOUN T

SUP/TL

SUP/TL

SR ENG

TECH

TECH
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Awards & Contribution 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.

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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

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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 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.

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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. 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 componentsgearbox 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 3rd 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).

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CHAPTER 4
DATA COLLECTION AND ANALYSIS Data collected by interview method: 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

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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 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.

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CHAPTER 5 INTERPRETATION OF DATA

SWOT ANALYSIS
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
Access roads, EPC project Wind resource Assessment & Land Power evacuation & grid Interconnection & Power lines
Conceptualization Infrastructure Equipment supply Services

WTG & comExecution Ponents Installation Design, Comissioning Development

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WEAKNESS
• Lack of availability of space for warehousing

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.

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• •

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
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 inhouse 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.

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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 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 inhouse training programs sponsorship to outside training institution, brainstorming, problem solving workshops etc. are conducted for employees at all level.

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Objectives of HRD at SUZLON:• • • • • • • Maximize department contribution to SUZLON. To increase SUZLON`s foundation through increasing in employees contribution. 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.

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Organization Structure
VP GM

H.R.ADMIN

HR Executiv e

ADMIN Executiv e

H R PLANNING
Identification of deficiency of Manpower Source of supply Through reference

Matching the supply with the recruitment

Giving them targetspersonal at a particularreporting to the Recruiting the and furnishing timely post as per measure
48 the standards Qualification achievement against actual

Recruitment sources
It 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 submitted. The result is pool & application plan which new employees are selected 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.

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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 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.

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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. 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.

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External Sources of Recruitment: 1. 2. 3. 4. 5. Open Advertisement Employment Exchange Campus Interview On deputation from Government/ other organization On contract for specific period

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Recruitment Flow Chart
Vacancy Identify through ref chart JD is taken from Responded

Sourcing of C V’s

Shortlist by H R

Shorting of technical head

Interview call

Reference Check

Medical check

Offer letter

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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 (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.

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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

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

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• •

Training & Promotion Policy Benefits & Services to Employees

Training & Development
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

Seminars Induction Programme (3Days) Job instruction 56 Lectures Workshops Presentation Physical visit

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.

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Use of Appraisal System 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:

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Performance Appraisal Activities Sr.No
1 2 3 4 5 6 7 8 9 10 11

Activity
Key in Goals/KRAS in web –based system Online Appraisal by Appraiser Finalization by Reviewer Inputs by Local HR Head Moderation by Functional Head/ BU Head Analysis by BU HR and submission to corporate HR Analysis and Moderation by corp.HR Approval of Board Audit Release of Letter Release of Revised Salary

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

Employee Name:

Employee Code:

Grade:

Designation: Date of Joining

Location: Last Promotion

Co.: SBU:

Appraiser Name: Employee Code :

Reviewer Name: Employee Code :

Head Of Department Name: Employee Code :

Definition of Appraisal Rating:

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‘A’ Rating: Excellent Performance
• • •

The employee surpasses the expected performance level by at least 50%. 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.

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• • •

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 evaluation, surveys of wage and salary, maintenance of wage structure, incentives, supplementary payment, control of compensation and other related items

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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
Job evaluation is the process of analyzing and assessing the various jobs systematically to ascertain their relative worth in an organization. Jobs are evaluated

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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) (c) Maximum 10% of Promotions can be considered for each department. Recommendations for Promotions should be sent only in the Promotion Recommendation Form enclosed.

(2) Transfer 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.

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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 Provident Fund

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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.

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• •

Maternity Leave – 12 weeks Paternity Leave - 2 days Leave without Pay – At management’s discretion. 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.

 Leave Encashment • • •

 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

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Superannuation Scheme benefits whereby 10% of basic salary is deducted from employee’s salary for levels up to DGM and in case of 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. All regular employees including trainees who are on the payroll of the Company are covered under this scheme

 Group Personal Accident Insurance: •

 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

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proper investment in human resources, the training process is carried out in these five stages: • 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:

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

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 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 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

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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 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 designed for working internally, engagement patterns with key stakeholders. The focus of CSR programs and strategic intervention has been externally and globally on key issues Millennium Development Goals. in development and working towards the

Millennium development goals  Eradicate extreme poverty and hunger

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

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Operation & Management Side, Plats, Offices.

Production Department:

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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 Raw Materials Men Machines

Add needed

Random Fluctuation

Inspection Output

Conversion

Goods & Services

Feedback

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Basic Structure of a Wind Mill

www.suzlon.com

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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.

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 All this cannot possible without good Rotor Blades.

MANUFACTURING OF ROTOR BLADES
• Raw Materials:-

Basic Raw Material

Glass Mat

Resin

Foam

Helping Material

-Infusion Mesh PVC FOAM -1200GSM -800GSM -400GSM -200GSM -Skin Mat -Infusion Resin -Hand Lay Up Resin -Hardener -Green Paste -6 mm -10mm -15mm PS FOAM -20mm -40mm -75mm 79 -Peel Ply -Perforated Foil -Vacuum Cloth -Breather Cloth -Vacuum Hose -Aluminum Angle -Lightning Tip

One Rotor Blade Contains

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

Nose Wind Direction
Cross Section of Rotor Blade

Tail

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PROCESS OF BLSDE MSNUFSCTURING:Perform making 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)

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Sawing and drilling Stud bolt fixing Finishing and painting Post finishing Balancing of blade Dispatch in set

Research & Development
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.

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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
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.

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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

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

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SEPR: Semi Finished Product WECS: WIND Energy Conversation System

CHAPTER 9 APPENDICES

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:

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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? 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?

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Q] Is wind energy expensive?

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