Strategic Human Resource Management Project

Faculty: Prof. Umesh Bamel

Submitted by

Vishal Gupta - (19PGDMHR64)

Angshuman Das - (19PGDMHR07)
Kavya Vaid - (19PGDMHR22)
Neha Sharma - (19PGDMHR30)
Simran Bakshi - (19PGDMHR53)
Simran Arora - (19PGDMHR52)
Rishabh Aggarwal - (19PGDMHR39)

1|P a g e
 TABLE OF CONTENTS

Introduction ............................................................................................................................................... 3

SWOT Analysis Wonder Cement ......................................................................................................... 5

Challenges faced by Wonder Cement ............................................................................................... 6

Code of Conduct: Wonder Cement......................................................................................................8

Code of Conduct ....................................................................................................................................... 9

Shree Cement Ltd. ................................................................................................................................. 11

UltraTech Cement Limited (UTCL) .................................................................................................... 12

DCM Shriram ltd .................................................................................................................................... 15

Policy Changes Suggested ................................................................................................................. 18

References ............................................................................................................................................. 24

2|P a g e
 INTRODUCTION

Wonder Cement Limited is a progressive cement manufacturing company with an ambition and
objective to become a dominant member in the particular domain. Its corporate culture is
established on the values of trust, quality and transparency. They make a point by stressing
upon the aspect of technological superiority which helps them to provide a differentiating edge
over its competitors in terms of quality and communication. They strive to own a prominent
place in the market segment owing to a substantial network of dealers and retailers.

Being able to set up a fully automated plant, Wonder Cement Limited has been the first
company in India to achieve this feat. It has also been among the prime leaders to bring new
standards of automated quality control being invested in German technology. The first plant of
Wonder Cement Limited has been in Nimbahera, Rajasthan and it has a phenomenal capacity to
produce 3.25 million tonnes per annum of cement. It was successfully able to double its
production limit within 2 years of its commencement.

The company’s vision statement includes to attain economic growth by keeping both ecological
and social sustainability aspects in mind. It also takes into consideration the value of their
human capital by imbibing the best corporate practices at the factory. It also desires to make
enduring contributions to social development as a valued and trusted member of society by
enriching people's life and making social contributions.

3|P a g e
The company also plays a pivotal role by taking into consideration the following aspects as well
under the “Wonder Cement Cares” campaign.

1. Education and Health: It provided an exhaustive

set of stationaries and notebooks to over 1024
students in 2013 along with sweaters, dresses and
sports kit. It has also initiated health camps
wherein eye and health check ups are being
conducted and the necessary medicines are being
provided to villagers in the nearby surroundings.

2. Infrastructure Development: Providing clean

drinking water facilities to Government schools
and nearly 10 surrounding villages and building
community center for the resolution of problems
faced by people or celebrating various cultural or
marriage events shows how Wonder Cement
takes into consideration its vision values of social
development.

3. Women Empowerment: The company provides

quality sewing training from experts to girls and
women enabling them to learn stitch salwar suits,
mobile covers, bags, table covers, etc.

4|P a g e
 SWOT ANALYSIS WONDER CEMENT

5|P a g e
 CHALLENGES FACED BY WONDER CEMENT

1. Strong competition in the industry

Big organisations like Ultratech, ACC, Ambuja, Emami, Birla, Ramco etc. have been in the
industry for long time and have acquired good customer base which in turn, leads to
much more revenue than the organisation

2. High operating cost

 Capacity Utilisation: Since the industry operates on fixed cost, higher the capacity sold
the wider the cost distribution on the same base. Therefore, big organisations make use
of this and try to undermine the local cement manufacturers.

 Power: Cement industry is energy intensive in nature and thus power costs from the
most critical cost component in cement manufacturing which is about 30% of total
expenses

 Freight: Transportation of cement is costly as it is a bulk commodity. Companies having

plants nearby to markets as well as to the source of raw materials have an advantage
over their competitors. Moreover, plants located near coastal belts find transportation
much cheaper as they adopt sea routes to address the coastal markets like Mumbai,
Gujarat and Tamil Nadu. Excise duties imposed by Central and State Government and
labour wages are one of the important factors in the operating cost of cement.

3. Entry Barrier

Indian cement industry is largely saturated by private big corporations having 98 percent
shares and the rest belongs to the public sector. From that 98 percent, 70 percent
market share belongs to the top 20 companies like ACC Ltd., Ambuja Cement, Birla
Corporation Ltd., Binani Industries Ltd., etc.

6|P a g e
 4. Investments

 Birla Corporation Ltd. a part of MP Birla Group, has agreed to acquire two cement assets
of Lafarge India for an enterprise value of Rs.5000 crore.

 Emami Ltd. plans to invest around Rs.8500 crore to scale up its cement production to
scale up its cement production capacity to 15-20 MT in next three to five years

 Dalmia cement has expanded its business in North east over the two years investing
around Rs. 2000 crore

 UltraTech Cement has planned out its next phase of Greenfield expansion after a period
of aggressive acquisitions.

 UltraTech cement has bought two plants and related power assets worth Rs. 5400
crores.

7|P a g e
 CODE OF CONDUCT: WONDER CEMENT

A company code of conduct is a set of rules typically written for a company's employees, which
protects the business and tells the company's employees about the standards. Even the
smallest of organizations can create a checklist that includes valuable details on employee
expectations. The document should not be complex or include detailed policies. Code of
conducts help companies in building up a desired culture which is inclusive for all.

The code consists a list of laws and regulations that the company complies with in conducting
its business. It specifies details of desired or undesired behaviour on part of the employees. It
lays down specific guidelines for people at higher positions in the hierarchy so that they do not
take undue advantage of their position in any form.

The content of a code of conduct usually includes:

• Statutory Compliance requirements

• Bribery and Corruption laws

• Laws for fair competition

• Practices with respect to diversity, workplace harassment, etc.

• Environment and safety related practices

• Confidentiality & Intellectual property

• Conflict of interest

• Gifts and Business courtesies.

We have chosen Wonder Cement’s Code of Conduct Policy for our project as it is one of the
most important policies of an organisation and most of the companies across the globe have
this policy in place. The list of items that can go in this policy are infinite, firms might add points
as and when they encounter new situations. There can be many suggestions made basis the
industry practices.

8|P a g e
 CODE OF CONDUCT

1. Ambuja Cement Limited:

a. Introduction
Its code of conduct policy provides guidance and
supoort to employees when faced whith challenging
times containing references to ACL policies with the
relevant laws and regulation. ACL conatntly works for
the development and amendment of new policies to
provide persistent assistance to the employees.

1. Acting with Integrity: ACL focuses on values like

honesty and accountability with compliance as the central element, thereby creating
an enviornment to take effective decision maikng steps. We strive in providing our
employees with the courage to take the right decision even under tremendous
pressure situations based on ethical principles.

2. Everyone, everywhere: Every employee, be it a driector or officer includin servide

providers and business partners are expected to work in ACL by following the code of
conduct at all times on behalf of LafargeHolcim Group.

3. Education and Training: Every employee working in ACL receive compliance training
which serve as opportunities for employees to raise questions see how compliance
can serve as adaily task practice.

4. Higher Standards for Supervisors: There are some additional responsibilities which
come under the territory of a supervisor which include creating an open environment
for employees to clear their doubts, raise concerns and report misconduct. The must
lead by example, support employees and make sure that the code is being enforced
consistently.

5. Violation of our Code: Violation of policies, code lead to detrimental consequences

which involve from disciplinary action to termination of employees or even civil or
criminal penalty for the company and employee.

6. Outsider’s Recourse: No outsider can claim any right of whatsoever nature against
the employees of ACL or even the ACL’s directors.

9|P a g e
 b. Integrity in the Workplace

1. Health and Safety: ACL aims at achieving zero injury or harm by creating a safe and
healthy environment for every employee, contractor, customer and stakeholder.

Rules:
Rule 1: I assess and control risks before starting any task.
Rule 2: I only perfume activities for which I am authorised.
Rule 3: I never override or misuse health and safety devices, and I always use the
required PPE.
Rule 4: I do not work under the influence of alcohol or drugs.
Rule 5: I report all accidents.

2. Diversity, Fairness and Respect: ACL teaches everyone a responsibility of dignity;

appreciating diversity which occurs because of sex, religion, race or sexual orientation.
All employees should be treated in a fair manner irrespective of the job title or
position and ACL helps is creating an environment which provides respect for all their
employees. It covers the following aspects:
a. No threats or acts of violence
b. Discrimination and Equal opportunities Employer
c. Harassment

3. Protection of Company Assets: Everyone is ACL is expected to safeguard the

company’s assets and make sure that no harm or damage is being caused to the
physical and intellectual properties. It includes the following assets:
a. Proprietary Assets
b. Physical Assets
c. Employee and Third-Party Confidential Information

4. Information systems, e-mail and Social Media: In order to have the ability to cater to
our customer demands, technology plays a vital role in supporting our interaction ns
processes. All forms of communication within the ACL employees and third parties
must be done using company approved e-mail accounts. Abusing of ACL IT systems,
internet access, for searching or browsing information might lead to strict disciplinary
actions.

10 | P a g e
 2. Shree Cement Ltd.
The code of conduct is directed towards
everyone working in the organization including
employees and directors, both. Everyone in the
company is required to adhere to the guidelines
laid down by the company.

1. Everyone is expected to act in a fair, just, ethical and honest manner in accordance
with the needs of the organization.
2. Functioning to work for the upliftment of poor and needy and respecting the policy
and communication protocol of the organization.
3. Working in a socially responsible manner, keeping in mind the applicability of laws,
rules and regulations and even the cultures and traditions of the countries in which
the company is functional.
4. Working towards maintaining and enhancing the reputation of the company and
pursuing excellence in all dimensions in order to achieve greater quality, effectiveness
and dignity in their professional work.
5. Encouraging and supporting employees to gain professional development by taking
necessary cooperative and assistance measures.
6. Non-involvement in any position which can result in a potential conflict between the
interests of the company and the duty of the employee.
a. Not indulging in any internal trading of the company’s owned assets.
7. No using any confidential information of the company for personal gain any interest
that can be detrimental to the company.
8. Strictly no indulging in any sort of discrimination based on age, gender, race, caste,
nationality, disability.
9. Acting in good faith, with due care, competence and diligence, without allowing
independent judgement to be subordinated.

11 | P a g e
 3. UltraTech Cement Limited (UTCL)
This company is part of the Aditya Birla
Group. The Company is committed to the
Aditya Birla Group Values of Integrity,
Commitment, Seamlessness, Passion and
Speed. These Values set the standards for
the conduct of each and every employee of
the Company, thus ensuring that there is a common minimum standard of professional
behaviour amongst all employees. These minimum standard of behaviours are captured
in this document which is called as ‘UTCL Code of Conduct for Employees’ and is
applicable to all the employees of UltraTech Cement and all its subsidiaries in all
geographies. Hence, it is mandated that every employee, upon joining the organization,
shall commit to the Code of Conduct by signing a declaration in the prescribed format as
provided in Annexure A. Further, at periodic intervals, each employee is expected to
reaffirm their understanding of and their commitment to the Code of Conduct.

a. The Four Pillars of Code of Conduct

The Code of Conduct of the Company rests on the four pillars of human conduct.
These are:

1. Integrity in Personal Conduct

2. Conduct at Work
3. Conflict of Interest
4. Interface with External World

The above pillars are elaborated below and try to capture the acceptable and non-
acceptable behaviours across a wide range of situations. Neither the behaviours nor the
situations are exhaustive by themselves but are indicative to communicate to each and
every employee what is non-negotiable behaviour across the organization. The
employee is expected to take a cue from these indicative behaviours and situations and
use his/her judgement to extrapolate the same to the variety situations and contexts
that he/she comes across in his/her work-a-day life.

12 | P a g e
 b. Dealing with Violations of Code of Conduct & Values

A two-tier redressal process to investigate Code of Conduct and Values violations is

detailed below. Timely resolution, fair and speedy investigation, strong consequence
management, to act as deterrent for future violations, along with appropriate
communication are the critical focus areas for UTCL while dealing with instances of
violation of Code of Conduct and Values.

c. Redressal Process

A two-tiered Committee structure i.e. at Business and Unit/Zone level shall be

constituted to investigate and recommend action on Code of Conduct and Values
violations. They shall be called as Value Standards Committee (VSC) at respective levels.
Therefore, the two-tiered committee at UTCL shall be called as below:

1. At Business Level - Business VSC

2. At Unit/Zone Level – Unit/Zonal VSC, as the case maybe

The Business VSC shall be constituted at the Headquarters of UTCL, with Business
Director being the de-facto Chairperson of the VSC and the Company Secretary being
the de-facto Secretary of the VSC. The members of the Business VSC will be decided by
the Chairperson.

The Unit/Zonal VSC shall be constituted at the Unit/Zonal level with the Unit Head/Zonal
Head being the de-factor Chairperson of the VSC and the Legal/Finance Head of the
Unit/Zone being the de-factor Secretary of the Committee. The members of the
respective Unit/Zonal VSCs’ will be decided by the respective Chairperson.

Smaller Units (with less than 100 employees) shall be covered under the designated
Unit/Zonal VSC.

While, Code of Conduct/Values violation shall be handled and closed by the respective
Unit/Zonal VSCs’, the decision of the VSC shall be ratified by the respective HRBP’s
before the findings, conclusions and punishment are shared with the concerned
employee.

In cases where violations involve employee/s in sensitive roles or the nature of violation
is too sensitive to be left for the Unit/Zonal VSC to handle, the Business VSC shall
takeover and investigate such cases.

13 | P a g e
 c. Investigation & Recommendation

1. The identity of the employee reporting the issue shall be kept confidential at all
times.
2. All such investigations and recommendations shall be completed within
reasonable period of time without compromising the rigour of the investigation.
3. All VSC members shall be trained on investigation skills and follow the
recommended investigation process shared with them during the training.

d. Consequences for Violations

1. Based on the above investigations, the Committee shall recommend the action to
be taken against the deviant employee/s. The penal action shall constitute a
minimum of written warning and may be withdrawal of last increment/
demotion, dismissal from service and/or even prosecution in a court of law.
2. Action would also be recommended against employees who abetted the
misconduct knowingly. Written warning would also be issued to employees who
were “in the know”, but did not highlight the same.
3. The Management i.e. the Unit/Zonal Head, the Business Head at the respective
level shall implement the recommended action immediately, (i.e. within 15 days).
It shall however not publicize the name of the employee/s found guilty, to
maintain dignity of the individual.
4. If the case is false and malicious in intent, the reporting employee would be held
guilty of misconduct and appropriate action shall be taken. However, the
Committee shall distinguish between mistaken reporting and malicious intent of
the employee.

14 | P a g e
 5. DCM SHRIRAM LTD

This code of conduct is divided into three sections:

I. Provisions applicable to all Board Members including Senior Management

a. General

The Board Members and Senior Management will conduct and act to promote the
objects and interests of the Company.

b. Regulatory Compliance

Board Members and the Senior Management shall in their respective domains and
areas of responsibility ensure that there are systems and controls for regulatory
compliance in the Company.

c. Insider Trading

All Board Members and Senior Management shall not derive benefit by dealing in
the securities of the Company or assist others to derive benefit through access to
and possession of Insider information.

d. Ethical Conduct and Behaviour

Board Members and Senior Management shall be fair and ethical in their dealings.
They shall uphold highest standards of etiquettes, decorum, decency, respect and
dignity in their conduct and behaviour.

e. Conflict of Interest

The Board Members and Senior Management Personnel will not involve in a
situation in which he/ she may have direct/ indirect interest that conflicts with the
interest of the Company.

15 | P a g e
 f. Business Integrity

Board Members and Senior Management Team shall act in accordance with the
highest standards of personal and professional integrity, honesty, and ethical
conduct, while working or representing the Company.

g. Confidentiality and Secrecy

Board Members and Senior Management Team shall maintain the confidentiality of
information entrusted to them in carrying out their duties and responsibilities,
except where disclosure is approved/acquired by the Company or legally mandated
or if such information is in the public domain.

h. Equal and Fair Treatment

Board Members and Senior Management shall ensure that there is no

discrimination, on account of caste, colour, creed, gender or religion and all
employees are treated fairly.

II. Provisions applicable to all Board Members:

In addition to provisions of Section (I) above, as per Section 166 of the Companies Act,
2013, all the Board Members of the Company shall, inter-alia, perform the following
duties:
1. The Board Member shall act in accordance with the Articles of Association of the
Company.
2. The Board Member shall act in good faith for the benefit of its members as a
whole, and in the best interests of the company, its employees, the shareholders,
the community, and for the protection of environment.
3. The Board Member shall exercise his duties with due and reasonable care, skill and
diligence and shall exercise independent judgment.
4. The Board Member shall not achieve or attempt to achieve any undue gain or
advantage either to himself or to his relatives, partners, or associates.

16 | P a g e
 III. Provisions applicable to all Independent Directors:

This including the following:

1. Undertake appropriate induction and regularly update and refresh their skills,
knowledge and familiarity with the company;
2. Seek appropriate clarification or amplification of information and, where
necessary, take and follow appropriate professional advice and opinion of outside
experts at the expense of the company;
3. Strive to attend all meetings of the Board of Directors and of the Board committees
of which he is a member;
4. Participate constructively and actively in the committees of the Board in which
they are chairpersons or members;
5. Strive to attend the general meetings of the company;
6. Where they have concerns about the running of the company or a proposed action,
ensure that these are addressed by the Board

17 | P a g e
 POLICY CHANGES SUGGESTED

i. Define the Summary, Purpose and Scope of the Policy

1. Summary
The Policy describes the Rules of Code of Conduct, the acts of indiscipline, the
process of disciplinary enquiry and penalties for the same.
2. Purpose
The purpose of the policy is to define the norms and guidelines for conduct and
discipline. The Policy also describes the process of disciplinary enquiry and the
penalties of indiscipline.
3. Scope
The policy is applicable to all WCL employees including those on training, probation,
transfer or deputation.

ii. Divide the Code of Conduct Policy into Buckets

a. Professional Conduct

1. The employee has display the values of the company- meritocracy, family and
community
2. The employee shall maintain absolute integrity and honesty during work.
3. The employee shall conduct themselves in a manner which will enhance the
reputation of the company.
4. The employee shall confirm to and abide by the rules, regulation and policies of
the company.

b. Work Related Conduct

1. The employee shall maintain regular attendance and adhere to roaster timings.
2. The employee shall not neglect his work or performance at any time.
3. The employ shall comply with and obey all lawful and reasonable orders, verbal or
written.
4. The employee shall not cause harm to the environment in or about the office
premises.
5. The employee shall not tamper office property or safety devices
6. The employee shall not sleep while on duty

18 | P a g e
 c. Conflict of Interest and Disclosure
1. The employee shall maintain company privacy and refrain from unauthorized
sharing confidential information.
2. The employee shall not allow any unauthorized access to the company.
3. Any employee whose family member is engaged in any trade or business or owns
or manages any agency having business dealing with the company shall report the
same to Company HR Head.

d. Internet
1. The employee shall not change system setting without authorization.

iii. Have a Consequence Management Policy for COC Violation

a. Written complaint application of the COC Violation shall be submitted to HR.
b. Internal COC Committee consisting of HR, Function heads shall investigate the
complaint.
c. There will be an official Committee meeting where both parties shall be heard.

The COC Committee shall decide the penalty:

 Verbal warning.
 Warning Letter / Show cause letter.
 Censure.
 Holding monthly incentive.
 Recovery of whole or part of monetary loss caused to the company by negligence
or breach of orders from the salary or any amount due to the employee. Suspension from
duties.

Repeated COC Violation will lead to Major Penalties:

 Reduction of salary.
 Demotion in grade and designation.
 Holding / Reduction of annual increment / performance pay.
 Dismissal or termination of services.

A report of the COC Violation enquiry shall be submitted to HR

19 | P a g e
iv. Have a Separate Disciplinary Policy
I. The employee shall refrain from committing the following acts. These acts are strictly
prohibited. Indulging in any such act shall lead to disciplinary action against them.
i. Discriminate or harassment against any person on the ground of race, color,
religion, disability, age, sex or marital status
ii. Gambling, Smoking or drinking on office premises
iii. Theft, fraud and dishonesty in connection with the business or property of the
company or of property of another person within the premises of the company.
iv. Taking bribes or any illegal gratification.
v. Absent from duty without leave or overstaying the sanctioned leave without
approval information to the reporting manager.
vi. Threatening, abusing or assaulting any employee or any disorderly behavior
within the premises and any such action at any other place if, it has connection
with the company affairs.
vii. Furnishing false information regarding name, age, father’s name, dependents,
qualification, previous service, health, competence or any other matter relevant
at the time of employment.
viii. Falsification of company’s record, manual or electronics, impersonation or
forgery.
ix. Unauthorized possession of any lethal weapon within the premises of the
company.
x. Misuse of any cash advance or non - compliance with the provisions of the rules
for grant of any cash as advance.
xi. Purchasing properties, machinery, stores item etc. from the company or selling
property, machinery, stores item etc of the company without permission in
writing from MD, CFO and Unit Head.
xii. Commission of any act, which amounts to a criminal offence involving moral
turpitude.

20 | P a g e
 v. Define the Disciplinary Enquiry Procedure

i. Complaint register:
A written complaint needs to be registered.
ii. Preliminary Enquiry:
After registration of the complaint the Authorities are entitled to have a
preliminary investigation or a “Fact-Finding enquiry” .There can be ex-parte
examination or investigation and ex-parte report. All this is to enable the
authority to apprise themselves of the real facts and to decide whether the
employee should be charge-sheeted.
iii. Filling Charge Sheet:
The charge-sheet needs to contain detailed particulars of the misconduct,
specific charges against the employee and the relevant clauses of the Standing
Order under which the employee is liable to the punished.
iv. Appointment of Enquiry Officer:
Enquiry Officer should be duly authorized by the competent authority to hold a
domestic enquiry into the charges alleged against an employee. The Enquiry
Officer shall explain the procedures of enquiry and charge sheet against the
concerned employee.
v. Suspension Pending Enquiry:
In the case an employee is placed under suspension by the employer pending
investigation or inquiry into complaints or charges of misconduct against him,
the employer shall pay to such employee subsistence allowance in accordance
with the provisions of Section 1O-A of the Industrial Employment (Standing
Order) Act, 1946 which provides:
 At the rate of 50% of the wages which employee was entitled to immediately
preceding the date of such suspension, for the first 90 days of suspension
and;

21 | P a g e
  At the rate of 75% of such wages for the remaining period of suspension if
the delay in the completion of disciplinary proceedings against such
employee is not directly attributable to the conduct of such employee.
vi. Employee’s hearing:
After a charge sheet has been served on the accused employee, he has to send
his explanation in this manner:
 Admitting the charges and pleading for mercy.
 Denying the charges in totality.
 Requesting for more time to submit the explanation.
vii. Notice of Enquiry:
If the Authority finds the reply to be unsatisfactory, the accused shall be sent a
show cause notice with due intimation of the date on which the enquiry is to be
held.
viii. Supply of relevant materials:
Management may ask for any document in proof of charge. The copy of the
same shall supplied to the accused.
ix. Examination of Witnesses:
Enquiring officers holding domestic enquiries however cannot compel the
attendance of witnesses as under the Codes of Civil Procedure or Criminal
Procedure.
x. Report of Enquiry:
Once the employer and the employee have been heard, the Officer is required to
prepare a reasoned enquiry report which contained every findings in the enquiry
and submit it with the Authority. The Report shall also be to the Accused. If
found guilty the accused shall be subjected to a penalty. The penalty will depend
on the gravity of the indiscipline. The penalties shall be decided by the MD, CFO &
Corporate HR Head.

22 | P a g e
 Minor Penalties:
 Verbal warning.
 Warning Letter / Show cause letter.
 Censure.
 Holding monthly incentive.
 Recovery of whole or part of monetary loss caused to the company by negligence
or breach of orders from the salary or any amount due to the employee. Suspension from
duties.

Major Penalties:

 Reduction of salary.
 Demotion in grade and designation.
 Holding / Reduction of annual increment / performance pay.
 Dismissal or termination of services.

23 | P a g e
 REFERENCES

1. (n.d.). Shree Cement. Shree Cement :: Code of Conduct. Retrieved from

http://www.shreecement.com/pages/code_of_conduct.php

2. (n.d.). India's leading cement company | Ambuja Cement. Retrieved from

http://www.ambujacement.com/Upload/PDF/Code-of-Conduct-and-Business-
Ethics-w.e.f-01.01.2017.pdf

3. (n.d.). Goldstein Market Intelligence: Research & Consulting for Businesses. India
Cement Market Report | Edition 2020. Retrieved from
http://www.goldsteinresearch.com/report/india-cement-market-
report#:~:text=Industry%20Overview&text=India%20cement%20industry%20is%
20largely,Ltd.%2C%20Birla%20Corporation%20Ltd.

4. (n.d.). Share and Discover Knowledge on SlideShare. A study on the factors which
influence a dealer/retailer's decision i…. Retrieved from
http://www.slideshare.net/rasiar/a-study-on-the-factors-which-influence-a-
dealerretailers-decision-in-selecting-a-cement-brand-for-selling

5. (n.d.). India's No. 1 Cement Brand | Home Building Solutions | UltraTech.

Retrieved from http://www.ultratechcement.com/storage/investor-
reports/June2020/e82axXpaGWZyRIaFnbag.pdf

6. (n.d.). DCM SHRIRAM. Retrieved from http://www.dcmshriram.com/pdf/Code-

of-Conduct.pdf

24 | P a g e