CONTENTS

CERTIFICATE – COMPANY
CERTIFICATE – GUIDE
DECLARATION
ACKNOLEDGEMENT

CHAPTER 1:
INTRODUCTION
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY 01-08
METHODOLOGY
SCOPE OF THE STUDY
LIMITATION OF THE STUDY

CHAPTER 2:
INDUSTRY PROFILE 09-39
COMPANY PROFILE

CHAPTER 3:
THEORETICAL FRAMEWORK 40-55

CHAPTER 4:
DATA ANALYSIS AND 56-76
INTERPRETATION

CHAPTER 5:
SUMMARY, FINDINGS, SUGGESTIONS &
CONCLUSION 77-82

ANNEXURE 83-87
 CHAPTER- 1
INTRODUCTION

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

METHODOLOGY

SCOPE OF THE STUDY

LIMITATIONS
 EMPLOYEE WELFARE
INTRODUCTION:

Human Resource Management means employing people, developing resources, utilizing,

maintaining and their services tune with the jobs and organizational requirements. Different
terms are used to define Human resourcemanagement. Human resource management is
responsible for the people dimension of the organization. It is a pervasive force, action-oriented,
individually integrative in nature and is a comprehensive function.

HRM mainly covers 3 aspects such as personal aspect, welfare aspect and individual aspects.
Personal management is a part of management. This part is concerned with the people and their
relationship with in the organization. HRM is the process of bringing people and organization
together so that goals of each are met. It tries to secure the best frompeople by winning their
whole-hearted co-operation. HRM is responsible for the people dimension of the organization.

Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not
be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of
working conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and their
families.

Employee welfare defines as “efforts to make life worth living for workmen”. These
efforts have their origin either in some statute formed by the state or in some local custom or in
collective agreement or in the employer’s own initiative.

• To give expression to philanthropic and paternalistic feelings.

• To win over employee’s loyalty and increase their morale.
• To combat trade unionism and socialist ideas.
• To build up stable labor force, to reduce labor turnover and absenteeism.
• To develop efficiency and productivity among workers.
• To save oneself from heavy taxes on surplus profits.
1
 • To earn goodwill and enhance public image.
• To reduce the threat of further government intervention.
• To make recruitment more effective (because these benefits add to job appeal).

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and motivation
of the employees high so as to retain the employees for longer duration. The welfare measures
need not be in monetary terms only but in any kind/forms.

Employee welfare includes monitoring of working conditions, creation of industrial

harmony through infrastructure for health, industrial relations and insurance against disease,
accident and unemployment for the workers and their families. Labor welfare entails all those
activities of employer which are directed towards providing the employees with certain facilities
and services in addition to wages or salaries.

Labor welfare has the following objectives:

➢ To provide better life and health to the workers

➢ To make the workers happy and satisfied

➢ To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.

The basic features of labor welfare measures are as follow:

➢ Labor welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.

➢ Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining.

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 ➢ Labor welfare schemes are flexible and ever-changing. New welfare measures are added
to the existing ones from time to time.

➢ Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.

➢ The purpose of labor welfare is to bring about the development of the whole personality
of the workers to make a better workforce.

➢ The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labor force for the organization. The purpose of providing such facilities is to
make their work life better and also to raise their standard of living.

The important Benefits of welfare measures can be summarized as follows:

➢ They provide better physical and mental health to workers and thus promote a healthy
work environment.

➢ Facilities like housing schemes, medical benefits, and education and recreation facilities
for workers’ families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.

➢ Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.

➢ Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace.

➢ The concept of human resource management has grown out of evolution in India, which
passed through various phases of development. In the beginning of the century, the initial
concern was on ending the exploitation in what was the “Sweated Industries”. Because of
this, legislative measures were initiative by the state to protect employees against
exploitation by their employees.

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 NEED FOR THE STUDY

Employee’s plays a major role for achieving organization goals. This can be achieved
when employees are motivated, committed to organization. An employee welfare scheme plays a
major role to secure social justice and equity, reduce the industrial unrest and to improve
productivity, so emphasis is made on the study of welfare measure activities in Coromandel
Private Ltd.

Employee’s welfare is occupying a third position, compared to survival and continuance

being the first and second for organization. Such as the importance of labor welfare have
increased together with the wages, labor welfare motivates an employee to keep his maximum
potential in increasing the productivity of organization to fulfill or reach its objectives. Thus for
an organization to fulfill its objectives employers of the organization must conduct welfare
activities which has today become a definite tool in the human resource management for every
organization.

Welfare does not end with providing workmen compensation, it requires taking up of
safety measures to prevent damage and risk to the workmen. We can identify various objectives
for having welfare program. It could be partly humanitarian to enable your workers enjoy a fuller
and richer life partly civic to develop among them a sense of responsibility and dignity as noble
citizens of nation.

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 OBJECTIVES OF THE STUDY

➢ To study about employees work life and working atmosphere in the organization.
➢ To study about welfare activities (Accommodation, health facilities) and welfare bodies
provided by the organization.
➢ To study about recreation and facilitative services to the employees.
➢ To find out the opinion of the employees about the various schemes prevailing at present
in their work place.
➢ To study the Employee Welfare measures of organization and various participative
welfare forums.
➢ To analyze the welfare measures of the employees in the organization and also to find out
the root causes of dissatisfaction of employees regarding welfare schemes.
➢ To study the requirements of the employees towards better welfare measures like other
companies.
➢ To understand the comprehensive skill of employees’ about Welfare and Health
provisions.

5
 METHODOLOGY OF THE STUDY

METHODOLOGY MEANING AND DEFINITION:

Primary data and Secondary data are available to collect the information and the data of the
present study welfare measures has been collected from the organization’s office of Coromandel
PrivateLimited.

Methods of data collection:

Basically we have two types of data:

1. Primary data.
2. Secondary data.

PRIMARY DATA

Primary data is personally developed data and it gives latest information and offers much greater
accuracy and reliability. There are various sources for obtaining primary data i.e., mail survey,
Personnel interview, field survey and panel research etc. the study is dependent on primary data
to a maximum extent, which is collected by ways of structure personnel interview with
employees.

SAMPLE SIZE: 100 no’s.

SAMPLING PROCEDURE: Simple random sampling.

SECONDARY DATA

Secondary data means data that are already available that is they refer to the data which have
already been collected and analyzed by someone else and which have been passed through the
statistical process is called secondary data. Secondary data may either be published data or
unpublished data that data are available.

Example: journals, books magazines and newspapers etc. are source of secondary data.
Researcher must be very careful in using secondary data.

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 SCOPE OF THE STUDY

The Scope of the study covers extent of all the facilities provided for the employees, right
from their quarter allotment to their recreation, refreshment, before examining the township
facilities in Coromandel, an attempt was more for their mental pleasure, to get relief from their
work stress like parks, clubs, and libraries.

Hence the study specially deals with the township facilities of the Coromandel.It has been
recognized that these benefits help employee in meeting some of their life’s contingencies and to
meet the social obligation of employee.

1. Employee demands:

Employee’s demands more and varied types of welfare measure rather than pay hike
because of reduction in tax burden on their part of employees and in view of the galloping price
index and cost of living.

2. Trade union demands:

Trade union competes with each other for getting more and a new variety of welfare
measure to their members such as life insurance, beauty clinics. If one union succeeds in getting
one benefit, the other union persuades management to provide a new model fringe. Thus, the
competition among trade union within an organization results in more and varied benefits.

3. Employee’s preference:

Employee also prefers welfare measure to pay-hike, as welfare measure motivate the employee
for better contribution to the organization. It improves morale and works as an effective
advertisement.

4. As a social security:

Social security that society furnishes through appropriate organization against certain
risks to which it members are exposed. Those risks are contingencies of life like accidents and
occupational diseases. Employee has to provide various benefits like safety measure,
compensation in case of involvement of workers in accidents, medical facilities, etc.

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 LIMITATIONS OF THE STUDY

• During the project period most of the staff members are busy with auditing and other
works. So they could not afford given full information.
• Some of the information was not available due to the confidential matters.
• Since officials, executives and others were busy the study was primarily focused on
secondary data.
• Some of the employees were not willing to give the detailed information about the
questionnaire.
• The available information is not adequate for studying the organizations attitude towards
the labour welfare.
• Time was a constraint for the study.

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CHAPTER- 2
INDUSTRY PROFILE

COMPANY PROFILE

9
 INDUSTRY PROFILE

Introduction to Fertilizers Industry:

Fertilizers refer to any materials which supplies nutrients to plants UN fields which can
be readily absorbed by them. Since the essential physiological attribute of seeds is their ability to
convert a great duel of nutrients into grain. The spread of this variety lead for greater
consumption of fertilizers simultaneously with increasing demographic pressure on the
agricultural productivity has assumed more importance.

This is also contributed to the rising demand for fertilizers. The fertilizers which are most
widely used are classified as under basing the nutrients available. The most widely nutrients are
nitrogen, phosphorus and potash.

➢ Straight nitrogenous fertilizers(Urea,A.S,CAN)

➢ Straight phosphoric fertilizers(SSP,ROCK,PHO)
➢ NP fertilizers (DAP,20.20.0,28.28.9)
➢ Straight potash fertilizers(MOP,SOP)
➢ NPK fertilizers (NPK.17.17.17 etc.,)
➢ Other fertilizers(ZS etc)

Consequently fertilizers have become a key agricultural input so that the existence of a domestic
fertilizers industry; in crucial to ensure the regular supply of fertilizers and attain goals self-
sufficiency and food security. Accordingly government policy is also encouraged the industry by
giving several benefits. India has made great studies in the development of fertilizers industry
and ranks as the fourth largest producer in the world during 1991-92.

Consumption of fertilizers has gone up marginally to 12 million tons in 1991-1992. On

the recommendations of joint parliamentary committee on fertilizer pricing and potassic
fertilizers withdrawn.

10
Need of Fertilizers:

The primary sector agriculture plays a dominant role in our Indian economy. Nearly
70.6% of population depends on agriculture for their livelihood. The agriculture sector
contributes 30% of national income and 10% of the earth’s surface area is used to grow
agricultural crops now.

This is in past nearly all that can be utilized for the purpose while the planets population is
increasing continually and even greater quantities of food is required to feed obviously since the
cultivates area cannot be expanded to any considerate degree the only way to supply the needed
nutrition is to raise soil fertility.

Fertilizers are mined commercial by products which contain one or more essential plant nutrients
from a material to the quantity of fertilizers it should contain nutrients in appreciable amount and
in readily.

In addition, a fertilizer which is toxic to the soil plants or human being above permissible
limits. Many countries including India have laws as to what can or cannot be labeled as
fertilizers.

Fertilizers are used for improving soil fertility so that it can support larger invests.
Fertilizers represent the most common currently used by farmers to deposited plant nutrients into
their soil to ensure that adequate nutrients are available to feed the crop. India needs about 1
million tones incremental fertilizer nutrient to us per annum in the 90’s to feed our growing
population.

The fertilizers consumption in India has invested many folds during last two decades
most of it is being applied manually in regard low fertilizer use efficiency crop production in
India has undergone a reasonable change in last 25 years.

Modern agricultural is high energy dependent in addition this energy input is

predominantly based on fossil fuels. Our country demand for fertilizers is continuously
increasing year after year. Fertilizers use has increased from 4.6 kg/ha in 1965-66 to 50kg/ha in
1984-85 in India total fertilizer consumption NPK for the country exceeded 8.72 million tones.
The number of farm holding using fertilizers is above 65%. If remaining farmers are also

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motivated to come within the fold of adopters and fertilizers use in increased to recommend level
the fertilizers will certainly go much higher.

Commercial fertilizers used in modern agriculture to correct known plant nutrient

deficiencies to provide high level of nutrition to maintain optimum soil fertility condition in
addition to improved crop quality. The major factors influencing the selection of the rate and
placement of fertilizer are the crop characteristics and climate especially moisture supply yield
goal and the cost of fertilizer in relation to the sales price of the crop.

Agriculture in India:

The growth of Indian economy is based on food grains consumption it is estimated that
India will need 235 million tons of food grain by 2000 A.D. during the 1980-81 and 1990-91
food gain production increased by about 40 million tons over the next 10- years period this as to
be increased by about 60 million tones which are needed a challenging task.

Due to population explosion in India the next per capital availability of cultivated land
that was just 0.3 hectares in 1950 is reduced to less than 0.14 hectare by turn of the century
during the past three decades 1960-61 to 1990-91 the total food grain production increased by
about 90 million tones of this 90% increase in other commodities further the crops growth is
nearly 70% of country’s rain fed areas.

These areas contributed to production of more than 40% of food grains, 80% of Maize
90% of pellet and sorghum. About 95% of pales and 755 of oil seeds are also grown in these
areas. Nearly 56% of rice is grown in high rainfall areas without supplementary irrigation
similarly 70% of cotton and almost whole jute and menthe are grown under rain fed condition.

The strategy for agriculture development in the 8th plan aims not agriculture commodities
for export to increase the income level of the former. The existence of a domestic fertilizers
industry is crucial to ensure the regulars supply of fertilizers and action goals of sufficiency and
food security as fertilizers have become a key agriculture input.

Accordingly government policy has also encouraged the industry by giving several
benefits India ranks as the 4thlagest producer in the world during 1991-92 as a result of great
studies made3 in the development of fertilizers industry.

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 Consumption of fertilizers has gone up marginally to 142 million tons. In 1991-92 on the
recommendation of joint parliamentary committee on fertilizer pricing potassium fertilizers had
withdrawn. The fertilizers industry depends on the core sectors of the economy and agriculture
growth i.e., fertilizers. The crucial role and importance of fertilizers have now been from levy of
custom duty. This will have a significant in the cost of production of fertilizers.

Origin & Development of Fertilizers Industry In India:

The first plant for production of nitrogenous fertilizers was built in 1940, in small
capacity, which augmented with production of about 50,000 per annum. Nitrogen in the form
ammonium sulphate in 1951 from the first public sector fertilizers plant in SINDRI since then,
the government of India has taken up the idea to build fertilizers plants at every state of the
country.

The real expansion of the industry took place 1960’s and since then, it has been
expending at repaid rate in public, private or joint sector to meet growing demand for fertilizers,
both nitrogenous and phosphoric. The farmers always wanted the fertilizers at low form gate
price. The producers always wanted increase the ex-factory pride.

In 1977, the Indian Government took a decisive step towards food sufficiency. It argued
that the best way to increase the fertilizers consumption and through that food grain producers
would not be willi9ng to sell at their price, the government made good the differential by paying
then a subsidy.

The Government Fix two prices for fertilizers:

1. The price at which the manufacturer should sell fertilizers to farmers. This price is fixed levels
affordable to the farmers and is uniform for all manufacturers.

2. A fair price at which the manufacturer ought to have received from the farmer. This price is
based on prescribed efficiency norms in regard to capacity utilization.

Consumption of raw materials and usage of utilities differs with every plant. Thus, each
plant would have a different retention price the is so designed that often covers and the
mandatory cost the company that operated at 90% would earn a 12% post tax return on net

13
worth. A unit operating at higher operating rates would benefit by way of enhanced recovery of
fixed operating rates would relate charges.

The government remembers difference between the retention price and the Government
reimburses the selling price to the manufacture as subsidy. The cost of transporting the material
from the factory to the consumption point it is also reimbursed to the producers as equated
freight.

The retention pricing scheme (RPS) was first introduction for nitrogenous fertilizers in
1977, for phosphoric fertilizers other then signal super phosphate (SSP) in 1979 and for SSP in
1982. In the same year, imports of DAP were canalized through MMTC in order to project the
local marketed by 1991, the spiraling expenditure on fertilizers as fertilizer subsidy has led to the
widening of the budgetary deficit.

The Rao Government then on a tough ride towards economic liberalization, was under
pressure to knock off fertilizer subsidies, which has snow balled from Rs.25 core in fiscal 1978
to Rs.3730 core in fiscal 1991.

In July 1991, nitrogenous fertilizers namely Ammonium Sulphate (AS), Calcium

Ammonium Nitrate (CAN) and Ammonium Chloride (AC) were decontrolled while the selling
price of all other fertilizers were aided by 40%. In the din of the political noise that followed, this
was reduced to 30%, with small ads marginal farmers fully exempted from the like. The
exemption in the market place land so they had to be abandoned soon.

In August 1991 the government tracked at the nitrogenous segment by putting AS, CAN
and AC again under control, retention subsidy, decontrolling phosphoric and potash fertilizers,
jettisoned the retention pricing and subsidy scheme and declared DAP.

Phosphatic fertilisers (Complex):

The consumption of DAP and other complex fertilisers (hereafter jointly referred to as
phosphatic fertilisers) grew at a CAGR of 6.9 per cent from 2004-05 to reach 16.5 million tonnes
in 2009-10. However, production growth has not kept pace with the growth in consumption,
leading to a rise in imports. The government has fixed the subsidy rates at the nutrient level for
the year 2010-11 while deregulating retail prices. The industry is primarily dependent on
international suppliers for its feedstock requirement as India has minimal reserves of rock

14
phosphate. Hence, fixingof subsidy rates for the year puts added importance on the ability of
players to source feedstock economically.

Pesticides:
The pesticides industry comprises two basic productsegments - technical and
formulations. The technical segment forms the basis of formulations, which are manufactured via
the batch-mixing process to develop palatable dosage forms. In 2008-09, total pesticide
consumption stood at 43.9 thousand metric tonnes(TMT; technical grade) vis-à-vis production of
85.3 TMT.
Exports are expected to drive production, with domestic demand likely to remain
moderate over the medium term. Further, the government`s decision to recognise product patents
limits the growth of domestic players to an extent. However, it provides multi-nationalinnovator
companies greater competitive advantage and pricing flexibility. Despite the seasonal nature of
demand,players have maintained operating margins at 10-15per cent over the last 5 years, backed
by high-value product offerings.

Importance of DAP:

As regards the DAP that provides 65% of the total requirement of P2O5 nutrient, the
present demand of four million tones p2o5 would definitely go up on million tons by 2005 and
by another on4e million tones by 2010.unlike “N” production where the raw material could be
indigenously sourced. DAP or other phosphate fertilizers production in India calls for souring all
the Raw material from the international market.

Considering the fact that the international market with respect to phosphate fertilizers is
heading toward a tight situation, it would be prudent on the part of the Government and industry
to tie up as many joint venture as possible at this stage itself to ensure a sustained availability of
flow of P2O5.

Raw materials for DAP are imported from Jordan, Germany, Canada, Rumania, UK,
Japan, Czechoslovakia, Norway, Saudi, Arabia, Philippines, Mexico and other.

15
Technological Progress:

The two major fertilizers products namely user and DAP are expected to remain to be
pivotal in providing N and sustained availability of the flow of p2o5 respectively in the
foreseeable future.

It is therefore, essential that the fertilizer industry devotes more and more efforts and
resource to improve the productivity and efficiency of the existing products and in particular urea
and DAP/NPK fertilizers.

With the continuing threat of exhaustion of the energy sources any improvement in the
process technology of manufacture of fertilizers should primarily focus on cutting down the
energy consumption, which should in turn help being down the cost of production.

IMPORT OF DAP:

From countries: Jordan, Germany, Canada, Rumania, UK, Japan, U.S.A.,

Czechoslovakia, Norway, Saudi Arabia, Philippines, Mexico, Former , U.S.S.R and other.

During the period 1981-82 to 1990-91 the fertilizers policy was stables the price of both
nitrogenous and phosphoric fertilizer remain unuttered. But the subsidy burden to the
Government of India went on increasing drastically. During 1981-82 it was Rs. 375 crores where
as in the tear 1990-91 it was increased to 4800 cores. Some of the reasons for increase are
agriculture growth, increase in cost production consumption of fertilizers etc.

The joint parliamentary committee report 1992 suggested to do control phosphoric and
potassic fertilizers in order to reduce the subsidy burden to the government accordingly the same
with effect from 24th August, 1992.

Extensive research in going on world over to develop alternative forms from renewable
natural sources petroleum sources including nature and associated gases would be z-occupying
the dominant position as the major feed as the major feed stock in N (ammonia production).

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 COMPANY PROFILE
COROMANDEL INTERNATIONAL LIMITED

INTRODUCTION:

Coromandel International Limited is engaged in the manufacture and trading of farm

inputs consisting of fertilizers, crop protection, specialty nutrients and organic compost. The
Company's business divisions include Fertilizers, Specialty Nutrients, Crop Protection and
Retail. It offers various products in fertilizer segment, including Nitrogen, Phosphatic and
Potassic in various grades. Its specialty nutrients consist of water soluble fertilizer, sulfur
products, micro nutrients and organic manure.

Its crop protection products consist of insecticides, fungicides and herbicides. Its retail
outlets operate as Mana Gromor Centers. It manufactures a range of fertilizers and markets over
3.2 million tons. It operates a network of over 800 rural retail outlets under its retail business
across Andhra Pradesh, Telangana and Karnataka. It has manufacturing facilities in Andhra
Pradesh, Tamil Nadu, Karnataka, Maharashtra, Madhya Pradesh, Uttar Pradesh, Rajasthan,
Gujarat, and Jammu and Kashmir.

The government of Andhra Pradesh in the endeavor of farming up by establishing the Di-
Ammonium phosphate (DAP) plants in the state.

The phosphoric fertilizers project of Coromandel fertilizers (CIL) is located at Kakinada

on the east coast of India. Growth project of consumption of phosphoric fertilizers. The DAP
plants of Coromandel fertilizers is one of the planned phosphoric unity.

A Coromandel fertilizer (CIL) was incorporated on 17th December. 1981 with its
registered office atSecunderabad. The company became public limited on 31st august, 1984 it
was further agreed to set up the plant at Kakinada, in East Godavari District an initial outlay of
RS.14 corers and a capacity of 3.00lakh MTS per annum.

GFCL became part of the Murugappa Group in July 2003 after Coromandel fertilizers
(CIL) acquired the 26% stake of Government of Andhra Pradesh in the process of
disinvestments. IFFCO, the other major shareholder and co-promoter of the company divested its

17
shareholding in favor of CIL on 12th April 2007. With this GFCL has become a subsidiary of
CIL, which holds currently 74.92% of the share capital.

Note: “GFCL” has merged in “CIL” so its increased their growth in that particular year
(2007-2008)

Business line

Coromandel is largely engaged in manufacturing of wide range of phosphatic fertilisers,

crop protection products, specialty nutrients like sulphur pastelles, water soluble fertilisers, micro
nutrients and organic fertilisers. Coromandel's business can be broadly divided into four parts:

Fertilizers:

Coromandel markets and manufactures wide range of fertilizers which makes it leader in
addressable market and 2nd largest producer of phosphatic fertilizers in India.

Pesticides:

Coromandel produces insecticides, pesticides, weedicides and fungicides and market

these products in India and abroad. Coromandel is the second largest manufacturer of Malathion
and is the major manufacturer of Phenthoate in Asia. The company have global presence in 62
countries and ranks 5th in Indian market.

Speciality Nutrients:

Company have recently added one more variety of farm inputs. Speciality nutrients are
basically developed to cater the need of particular crops at different stage of growth. These set of
chemicals have different combination of secondary and micro-nutrients which provides the basic
requirement of crops and helps them to grow.

Retail:

Company is also present in retail sector. Till 2015 company have more than 750
retailscenters in villages of Andhra Pradesh and Karnataka. One retail store covers 30-40 nearby
villages and caters the needs of 5000 farmers families.
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COROMANDEL VISION:

To be a leader in the phosphate industry, producing high quality fertilizers at low cost and
giving satisfaction to all stake holders.

COROMANDEL MISSION:

To enhance the prosperity of the farmer through supply of quality farm inputs and related
services to ensure value for money.

COROMANDEL PHILOSOPHY:

The fundamental principal of economic activity is that no man you transact with will lose
then you shall not.

VALUES AND BELIEF : THE FIVE LIGHTS

1. Integrity:

We value professional and personal integrity above all else. We achieve our goals by
being honest and straightforward with all our stakeholders. We earn trust with every action,
every minute of every day.

2. Passion:

We play to win. We have a healthy desire to stretch, achieve personal goals and
accelerate business growth. We strive constantly to improve and be energetic in everything that
we do.

3. Quality:

We take ownership of our work. We unfailingly meet high standard of quality in both
what we do and the way we do it. We take pride in excellence.

4. Respect:

We respect the dignity of every individual. We are open and transparent with each other.
We inspired and enable people to achieve high standard and challenging goals. We provide
everyone equal opportunities to progress and grow.
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5. Responsibility:

We are responsible corporate citizens. We believe we can help make a difference to our
environment and change lives for the better. We will do this in a manner that benefits our size
and also reflects our humanity.

OUR CULTURE:

Coromandel is managed by competent and committed professionals using advanced

management practices. The Company is known for fostering a climate of high performance and
continuous improvement.

Coromandel's culture is based on the three tenents –

1. Knows:

• Building capability at individual level

• Building capability at organizational level
• Ability to solve problems
• Thinking of innovative approaches

2. Cares:

• Customer: Prosperity improvement

• Employee: Well-being and engagement
• Vendor: Improving capability and efficiency
• Society: caring for environment and community development
• Shareholders: Maximise TSR through higher dividends and higher share price

3. Fulfills:

• Result orientation
• Energetic and speed of action
• Quality focus
• Building a seamless working environment

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 In consideration of the promotional role played by IFFCO, so long as IFFICO’S the legal and
beneficial owner of not less than 79,70,000 issued and fully paid up equity shares of CIL, i.e., the
IFFCO shares IFFCO shall, as its options:

Have a right to a share in the marking of CIL’S annual production if DAP/NPK up to a

maximum of 25% of the existing annual production of CIL, provided that such sales shall be on
terms and conditions decided by the boards of directors of CIL. (The board) which terms and
condition not be less advantageous than those offered to any of other CIL’S
marketers/distributors

Get DAP/NAK fertilizers manufactured in CIL’S plant (the plant) unto 25% of the
existing annual production capacity of the plant by supplying raw materials at IFFCO’S cost, and
on payment of conversion charges to CIL to be mutually determined on a similar basis as agreed
between IFFICO and CIL in the past.

The financial institution like IDBI, ICICI&IFCI and consortium of commercial banks
financed the project by financing of long –term loans (Thus, CIL has setup a Dia-Ammonium
phosphate (DAO) plants with a capacity of 3 lakh per annum at Kakinada.

The plant having been expended from time to time, the installed capacity has been brought to
8.32lakh MTS per annum, with capability to produced wide range of products.

CIL into production in December, 1987 its core DAP plant a modern and a sophisticated
fertilizers plant it produces quality granular DAP confirming the highest international
standards.DAP is compile fertilizers and the raw materials required for production are liquid
ammonia and phosphoric Acid.

21
COMPANY AT GLANCE:

Company Coromandel International Limited

Year : 17th December, 1981

Promoter : Government of Andhra Pradesh, IFFCO

Fertilizer Trade : 18:46:0

Annual production of DAP : 300000MMT

Capital Cost : 108

Means of Finance : 30% Equity, 70% Borrowed Capital

Major Raw Materials : Phosphoric Acid ,Ammonia, Urea ,Filler

Utilities, Water, Power , Bags

Marketing Territorities : Andhra Pradesh, Maharashtra,

Uttar Pradesh, Bihar, Karnataka, West Bengal

Transportation : Rail 70%, Road 30%.

Fertilizers : Urea, MOP, SOP, AS, SZ Car.

Pesticides : Monochrotophos, Qunolphos, Edhosulphon,

Carbondasin

Registered office : “VaniNilayam”

50, Sedastian Road,

Secunderabad-533003

Bankers : State Bank of India, State Bank of Hyderabad,

Andhra Bank, Industrial Development Bank of India

Factory : Beach Road, Kakinada-533001

22
BOARD OF DIRECTORS:

1. Mr. A Vellayan, Chairman

Mr. A Vellayan holds a Diploma in Industrial Administration from Aston University,

Birmingham, UK and Masters in Business Studies from the University of Warwick, Business
School, UK. Mr Vellayan is on the Board of Governors, Doon School, Dehra Dun.

Mr. Vellayan also held the position of Vice President, Federation of Indian Export
Organisation (FIECO) and member of National Export Committee - Confederation of Indian
Industry (CII). He was the Managing Director of Tube Investments of India Limited and TI
Diamond Chain Limited. He is also on the Board of E.I.D Parry (India) Limited. He has around
25 years of work experience.

2. Mr. V Ravichandran, Vice Chairman

Mr. V Ravichandran is an Engineering Graduate and holds a Post Graduate Diploma in

Management from IIM, Ahmedabad. He is also a Cost Accountant and a Company Secretary.
After having served Ashok Leyland Limited initially for a short period, he joined the Murugappa
Group and worked in the Parry Group of Companies mainly in the fields of finance and
marketing. He also headed the Crop Protection business. He was the Managing Director of
Coromandel International Limited. Currently, Mr. Ravichandran is Lead Director (Fertilisers &
Sugars) on the Murugappa Corporate Board. He serves on the Board of E.I.D. Parry India Ltd.

3. Mr. B V R Mohan Reddy, Director

Mr. Reddy holds a graduate degree in mechanical engineering from the College of
Engineering, Kakinada and postgraduate degrees from IIT, Kanpur, and University of Michigan,
Ann Arbor. Mr. Reddy is the Chairman of the NASSCOM Executive Council. He had also
served as the Chairman of Confederation of Indian Industry (CII), Southern Region during 2008-
09. He is the Chairman of the Board of Governors of IIT Hyderabad and a member on the Board
of NIIT University, Neemrana. He is a proud recipient of an honorary doctorate from JNTU
Hyderabad; Distinguished Alumnus Award from IIT Kanpur and ASME (American Society of
Mechanical Engineers) CIE Leadership Award for outstanding leadership in advancing the use of

23
computers in information engineering. He is the Founder Chairman and Managing Director of
Cyient Ltd. (formerly Infotech Enterprises Limited). He is also on the Boards of Vizag IT Park
Limited and Infotech HAL Ltd.

4. Mr. M M Venkatachalam, Director

Mr. M M Venkatachalam graduated from the University of Agricultural Sciences in

Bangalore and holds a Masters Degree in Business Administration from George Washington
University, USA. He has held senior positions in the Murugappa Group of Companies spanning
a period of two and a half decades. Mr Venkatachalam is presently the Chairman of Parry Agro
Industries Limited. He also serves on the boardsofRamco Cements Ltd., Parry Agro Industries
Ltd., Parry Murray Limited and Ramco Systems Ltd.

5. Mr. Prasad Chandran, Director

Mr. Prasad Chandran has graduated in Chemistry (Honors) from Bombay University and
MBA from University Business School Chandigarh. He had advanced management education in
Wharton Business School, University of Pennsylvania, and AOTS from Tokyo University,
Japan. He has opted to superannuate after thirty seven years of corporate life, of which the last
13 years was as Chairman & Managing Director of BASF India Limited. He is an independent
director on the Board of Bosch India Limited. Business Today magazine has named him among
the 100 most successful CEOs in the country.

Mr. Chandran is associated with Noble Laureate Dr. Muhammad Yunus in launching a
Social Enterprise in Bangladesh – BASF Grameen Ltd. He was also the Chairman of Ciba India
Ltd, Cynamide India Ltd, and Pushpa Polymers before they integrated into BASF. He is the
Chairman of the Ethics and Governance Committee of the Bombay Chamber of Commerce and
Industry (BCCI).

6. Mr. Sameer Goel, Managing Director

Mr. Sameer Goel holds a Post Graduate Diploma in Management from Indian Institute of
Management, Ahmedabad, and Bachelor’s degree in Economics from St. Stephens College, New
Delhi. He started his career in 1987 with GlaxoSmithKline Consumer Healthcare (GSK) as Area
Sales Manager. In his career with GSK, spanning more than 25 years, he has held various roles
24
in India, UK, UAE, West and South Africa, and was Vice President for Africa when he moved
from GSK. Prior to joining Coromandel, he was with Cipla Limited as Country Head - India. He
has extensive experience in managing businesses, driving sales across multiple geographies and
building B2C businesses.

Mr. Sameer Goel had served on the Advisory Board of Lagos Business School; he was a
Member of Africa Economist Forum and a Member of the Commercial Directors Forum in India.

7. Mr. Sumit Bose, Director

Mr.Sumit Bose, an IAS officer from the Madhya Pradesh cadre, superannuated as the
Union Finance Secretary (and Secretary, Department of Revenue) in March 2014. He had also
served as Secretary, Department of Expenditure and Secretary, Department of Disinvestment as
well as Secretary in the Thirteenth Finance Commission in the Ministry of Finance. He was also
the Finance Secretary in Madhya Pradesh between 2004 and 2007. After superannuation, he was
Member of the Expenditure Management Commission which concluded its work in February,
2016.

Besides his involvement in Government committee work, he is inter alia serving as (i)
Vice Chairman, National Institute of Public Finance and Policy, New Delhi, (ii) Chairman,
Board of Directors, Vidhi Centre for Legal Policy, New Delhi and (iii) Member, Board of
Governors, The Doon School, Dehradun.

8. Mrs. Nirupama Rao, Director

Mrs. Nirupama Rao (65), a Graduate in English Literature, Fellow of the Harvard
University (1992-93), Fellow of the Brown University and a recipient of the degree of Doctor of
Letters (Honoris Causa) from the Pondicherry University.

A career diplomat from the Indian Foreign Service from 1973 to 2011, she has served the
Government in several important positions including that of the Foreign Secretary of India. She
has represented India in several countries during her distinguished career and was the first Indian
woman to be appointed High Commissioner to Sri Lanka and Ambassador to China. She was
also the first woman spokesperson of the Ministry of External Affairs. After her retirement, she
was appointed Ambassador of India to the United States for a tenure of two years from
25
September 2011 to November 2013. She is also on the Boards of ITC Limited, KEC
International Limited, Network18 Media & Investments Limited and TV18 Broadcast Limited

Coromandel has strategic partnerships with leading companies across the globe including:

1. FOSKOR(PTY) LTD., SOUTH AFRICA

A Technical Assistance Agreement with Foskor (Pty) Ltd. of South Africa, one of the
largest phosphoric acid producing companies, for extending Coromandel's technical assistance.

2. GROUPE CHIMIQUE TUNISIAN, TUNISIA

A joint venture agreement with GroupeChimiqueTunisien (GCT) and CPG of Tunisia to

set up a phosphoric acid plant at La Skhira, Tunisia, at an estimated cost of US$ 180 million.

3.SOCIEDAD QUIMICAY MINERA

A 50:50 joint venture with SociedadQuimicayMinera to set up a Water Soluble Fertiliser

(WSF) plant for manufacturing WSF at Coromandel's Kakinada Plant.

SUBSIDIARIES:

1. Parry Chemicals Limited, Secunderabad

2. CFL Mauritius Ltd, Republic of Mauritius

3. Coromandel BrasilLtda, Brazil

4. Dare Investments Limited, Secunderabad

5. Sabero Australia Pty. Ltd, Sydney

6. Sabero Organics America Ltda

7. Sabero Argentina S.A, Argentina

8. Sabero Europe B.V, Venhuizen

26
9. Liberty Pesticides and Fertilisers Limited, Udaipur

10. Coromandel Agronegocios de Mexico, S.A de C.V, Didtrito Federal

JOINT VENTURES:

1. Coromandel SQM (India) P Ltd, Secunderabad

2. Yanmar Coromandel Agrisolutions P Ltd, Secunderabad

3. Sabero Organics Philippines Asia Inc., Pasig City

The following are the Committees of the Directors constituted by the Board of Directors
of Coromandel International Limited:

‐ Audit Committee

‐ Nomination & Remuneration Committee

‐ Stakeholders Relationship Committee

‐ Risk Management Committee

‐ CSR Committee.

PRODUCT & SERVICES

Coromandel has multi-locational production facilities and manufactures & markets a

wide range of Phosphatic Fertilisers, Crop Protection Products, Speciality Nutrients like Sulphur
Pastelles, Water Soluble Fertilisers, Micro Nutrients and Organic Fertilisers. The Company
exports its Crop Protection products to countries across the globe. Coromandel also provides agri
input solutions to the farmers and offers life-style products through its rural retail centers. The
Company is managed by competent and committed professionals and is known for fostering a
climate of high performance and continuous improvement.

27
Fertilisers

Coromandel is a leading manufacturer of phosphatic fertilisers with plants located at

Visakhapatnam & Kakinada in Andhra Pradesh and Ennore&Ranipet at Tamil Nadu. The range
of products from Coromandel are popularly known by the brand GROMOR.

1.GROMOR 14-35-14

• Unique grade offered exclusively by Coromandel.

• Contains Nitrogen, Phosphorous and Potassium.
• Highest total nutrient content among NPK fertilizers (63%)
• N & P ratio same as DAP. In addition, GROMOR 14-35-14 has extra 14% potash.
• High in Phosphorous content (35%).
• Best for almost all kinds of crops like Cotton, Groundnut, Chilly, Soya bean, Potato.
Not suitable for Tobacco and Grapes.

2. GROMOR 28-28-0

• Unique grade offered exclusively by Coromandel.

• Complex with highest N & P in 1:1 ratio.
• Unique granulation by coating prilled urea with Ammonium Phosphate layer.
• Such granule configuration ensures efficient utilisation of nutrients.
• Highly suitable for Paddy & Wheat.

3. GROMOR 20-20-0-13

• This is the most popular grade among the farming community.

• Launched by Coromandel in March 2003.

4. GROMOR Paramfos 16-20-0-13

• Unique grade offered exclusively by Coromandel.

• Ammonium Phosphate Sulphate containing Nitrogen, Phosphorous and Sulphur.
• It is the most preferred Fertiliser in drill-sown areas.

28
5. GROMOR Parry Super / GROMOR Double Horse Super (Single Super Phosphate)

• First chemical fertiliser to be manufactured in India.

• Favoured fertiliser for dry land areas.
• Increases productivity.

6. GROMOR Godavari DAP (Di Ammonium Phosphate)

• GROMOR Godavari DAP (N:P 18:46) is a complex fertiliser containing two major plant
nutrients - Nitrogen and Phosphorus.

7. GROMOR 17:17:17

• Gromor 17:17:17 is a complex fertiliser containing all three major plant nutrients viz.
Nitrogen, Phosphorous and Potassium in equal proportion.
• Supplies all three major nutrients 17% each of nitrogen, phosphate & potash to the crops

8. GROMOR 10:26:26

• GROMOR 10:26:26 is a complex fertiliser containing all the three major plant nutrients
viz. Nitrogen, Phosphorous and Potassium.
• GROMOR 10:26:26 contains Phosphorous and Potassium in the ratio of 1:1

CROP PROTECTION

The Crop Protection business produces insecticides, fungicides, herbicides and markets
these products in India and abroad. Coromandel is the second largest manufacturer of Malathion
and is the major manufacturer of Phenthoate in Asia. By taking over M/s Sabero Organics in
2011, Coromandel has added many technicals to its range of products and has climbed to a
coveted position among top 5 Indian companies in Indian Pesticide Industry. The Company has
global registrations in 62 countries and has strong presence in export markets of Latin America,
SE Asia & Africa.

29
SPECIALITY NUTRIENTS

Introduction of high yielding crop varieties (HYV), intensive cropping together with a
shift in high analysis NPK fertilisers in mid-sixties brought in a stirring revolution to increase
crop production in the country, but at the same time heavy withdrawal of essential plant nutrients
through bumper harvests made soil resource fatigue. The deficiencies of micronutrients became a
serious obstacle in achieving optimum yield.

The intensification of agriculture in India has led to the increasing removal of secondary
and micronutrients from the soil and multiple nutrient deficiencies, which are becoming a major
constraint to further increase in production. This is essentially due to nutrient removals far in
excess of nutrient additions.

Major Nutrient Management Issues

o Inadequate and unbalanced use of fertilisers

o Increasing deficiencies of secondary and micronutrients
o Nutrient mining: Potassium mining a major threat
o Low fertiliser use efficiency
o Low factor productivity

A significant drop in the yield and quality of crops in the country has brought into focus
the need for promoting balanced use of fertilisation and educating the Indian farmer about the
deficiencies of secondary and micronutrients in the soil. A top of the agenda item for Agri-input
Companies is nutrient management.

Coromandel's current SND offerings:

All the SND products have been chosen with a specific need and hidden demand of
Indian farming.

1. Bentonite Sulphur

o Gromor Sulphur

2. Water Soluble fertilisers

30
 o Gromor Spray for Foliar Application
o Gromor Power for Fertigation

3. Micronutrients

o GromorSulpho-Zinc (Elemental S 65%, Zinc 18%)

o GromorGranubor (Granular Boron 15%)
o Folibor (20% Boron )
o Chamatkar (12% chelated Zinc)
o Carat (Zinc Sulphate Monohydrate 33%)

4. Organic Fertilisers

o Godavari Gold
o Phos Gold
o Nrich
o Kash

The entire product range chosen in the SND offers unique competitive advantage to
Coromandel in the market. Continuous efforts are on to develop and introduce more and more
specialised products, which add value and prosperity to the Indian farming community and
provide balanced nutrition to crops.

Coromandel has entered into the speciality fertilisers market with the interest and
objective to become a major player in the market by developing the market, entering into JVs &
tie-ups and developing manufacturing capabilities. Recently, Coromandel has entered into a joint
venture agreement with SociedadQuimicayMinera, Chile to set up a Water Soluble Fertiliser
(WSF) plant for manufacturing WSF at Coromandel's Kakinada Plant.

RETAIL

The retail arm of Coromandel was started in the year 2007 with 2 outlets in Andhra
Pradesh and by 2013-14 the business expanded to over 665 retail centers in rural Andhra Pradesh
and Karnataka. Coromandel's retail centers are located at Mandal headquarters (Mandal is a

31
revenue unit in Andhra Pradesh, which is 1/50th of a district.) Each retail center has an average
area of 1750 square feet with a catchment area of 30-40 villages and about 5,000 farmer families.

Objective:

To be the leader in farm solution business in geography of choice, providing world class
Agri solutions, leading to transformation of farming and satisfaction of farmers, suppliers and all
other external and internal stakeholders.

OBJECTIVE OF COROMANDEL INTERNATIONAL LIMITED

❖ TOWARDS NATION

To conduct profitable and progressive fertilizers products distribution and other related
agricultural input business of the wealth of the nation.

❖ TOWARDS INVESTORS

To provide good return on capital to generate internal resources for growth expectation
and diversification of industry and progress agricultural production.

COMPANY HISTORY-COROMANDEL INTERNATIONAL LTD.

YEAR EVENTS

1961 - The Company was Incorporated as a private company on 16th October and was converted
into a public company on 10th April, 1964. The Company manufacture and sell complex
fertilisers and urea. The complex fertilisers of the Company are sold under the trade name
"Gromor". The company was promoted by California Chemical Company (now called Chevron
Chemical Company), International Minerals & Chemical Corporation of USA and E.I.D. Parry,
Ltd.

1964 - A collaboration agreement was entered into with the promoter companies, Chevron
Chemical Company and International Minerals & Chemical Corporation, in April.

32
 - The company allotted 10,97,680 No. of equity shares of Rs 10 each (5,15,910 No. of
equity shares to International Minerals & Chemical Corporation) and also agreed to reimburse
their expenses in terms of the know-how agreement.

- The Company also entered into a know-how agreement in April with E.I.D. Parry Ltd.,
who agreed to make available their know-how relating to Indian agronomy and agricultural
practice. In consideration, the Company allotted to them 63,540 No. of equity shares of Rs 10
each.

- Rs 100 shares subdivided into shares of Rs 10 each, 84,84,690 No. of equity shares
issued in May 1964. Out of the issue:

(i) 21,11,410 shares allotted to California Chemical Co., U.S.A. (5,81,770

without payment in cash);

(ii) 18,72,390 shares allotted to International Mineral & Chemical Corpn., U.S.A.
(5,15,910 without payment in cash)

(iii) 5,50,850 shares allotted to E.I.D. Parry Ltd.,

(iv) 39,50,040 shares offered for public subscription.

1966 - 1,625 forfeited shares reissued.

1967 - 1,675 forfeited shares reissued during the year. In October 10.87,320 Rights shares issued
at par in the propn. 16:125.

1978 - 57,49,206 Bonus shares issued in prop. 3:5.

1982 - During the year, the Company commissioned a plant with an annual capacity of
10,00,000tonnes at Chilamkur in the Cuddapah district of Andhra Pradesh, at a total cost of Rs
79 crores.

33
1984 - 8,81,888 No. of equity shares issued at a prem. of Rs 10 per share on conversion of
debentures/loans.

1985 - 81,06,552 bonus shares issued in prop. 1:3.

1987 - The Cement production was adversely affected by power cuts ranging between 40% to
80% throughout the period and poor quality of coal.

1988 - To minimise production loss, two generating sets each of 2.7 MW capacity were
commissioned in January 1998. A DG set of similar capacity was also added in June.

- The Company proposed to undertake de-bottlenecking the sulphuric acid (including

heat recovery system) and phosphoric acid plants. The Company commissioned an effluent
treatment plant of capacity 100m3/hr for treating and recycling the effluents viz., fluoride and
phospate in the stream from the phosphoric acid plant at a cost of Rs 235 lakhs based on the
technology provided by FACT Engineering and Design Organization (FEDO).

1991 - The working of ammonia and urea plants was adversely affected due to poor power
supply and problems faced in the ammonia converter and heat exchanger. A second diesel
generating set of 4 MW was installed during the year.

1992 - Working of ammonia and sulphuric acid plants was adversely affected due to power
restrictions, failure of equipments, and leakage in the ammonia convertor.
- The Company incurred substantial expenditure on the sulphuric acid and complex plant
debottlenecking projects, as well as on the replacement of the Ammonia Convertor Cartridge.

34
1993 - The fluorine recovery unit was commissioned which added to the effectiveness of the
effluent treatment plant and also produced hydrofluosilicic acid for supply to a neighbouring
Aluminium Fluoride unit.
1994 - The Indian Promoters Company E.I.D. Parry (I) Ltd. through one of their subsidiaries
Dhanyalakshmi Investments Ltd. purchased the shareholding of one of the two U.S. Promoters
viz., Chevron Chemical Company.

2001 - Coromandel Fertilisers Limited, part of the Rs 3500 crore Murugappa group, is gearing
up to face the challenges that are likelyto crop up in the event of total decontrol of the fertiliser
industry, by leveraging its cost-competitiveness, brand leadership and flexibilities that it has built
over a period of time.

2002-Acquires 207500 shares of M/s Godavari Fertilizers & Chemicals Ltd amounting to
0.648% of the total paid up capital.

2003-Board approves for the scheme of demerging EID's Farm Inputs Division into the
company.
-Ploughs back its profits to restructure its plant.
-GFCL receives a bid price of Rs. 124 per share from the company.
-Acquires 25.88% equity shares of Godavari Fertilizers and Chemicals Ltd.
-Makes an open offer for the shares of GFCL for about 20% of the equity shares of
Rs.124.
-Shareholders approve for the investment in one or more tranches up to a limit of
14680000 equity shares of Rs.10/.
-Finalises the shareholders agreement with IFFCO, to ease the takeover of the entire
operations of GFCL.
-Signs MoU with FOSKAR of South Africa for the supply of raw-material and also for
transferring of 5% shares of GFCL.
-Installs a ship unloader costing Rs.20cr at its captive berth in the port.
-Acquires 47,82,249 shares amounting to 14.94% of the total paid up capital of the
Godavari Fertilisers & Chemicals Ltd. GFCL legally becomes the subsidiary of the
company.

35
 -CFL has informed that Company on December 11,2003 has entered into an agreement
with Fosker Limited of South Africa for transfer of 16,00,000 Equity Shares (5% of the equity
capital of Godavari Fertilisers and Chemicals Ltd.)held by CFL at a Price of Rs.124/- Per Share.

2004-Coromandel Fertilizers sells 5% stake in Godavari Fertilizers

-Coromandel Fert inks agreement with union

2005-Coromandel Fertilisers enters into MoU with GroupeChimiqueTunisien for setting up JV

project in Tunisia to manufacture phosphoric acid
-Coromandel Fertilisers enters into BAA & SSA with Foskor, South Africa
-Coromandel Fert, GSFC signs agreement with Tunisian co

2006-Coromandel inks share purchase agreement with Ficom

-Coromandel to acquire stake in FICOM
-Company has splits its Face value of Shares from Rs 10 to Rs 2

2009- Coromandel Fertilisers Ltd has appointed Mr. Ramesh Savoor as an Additional Director
on the Board of the Company effective from March 18, 2009.
-Company has changed its name from Coromandel Fertilisers Ltd. to Coromandel
International Ltd. 2010
-Coromandel has entered into a Share Purchase Agreement with the promoters of Pasura
Biotech Pvt Ltd. to acquire 100% shareholding in Pasura.
-The Company has entered into a Licence Agreement with Shell Research Ltd. for Shell
Thiogro technology to manufacture Sulphur Enhanced Fertilisers (SEF).
-Mr. Kapil Mehan has jointed the Company as Chief Executive Officer (CEO).
-Company has splits its Face value of Shares from Rs 2 to Re 1

2011-Acquisition of 42.22 % of equity shares of M/s Sabero Organics Gujarat Ltd.

-Coromandel International Limited. has signed an agreement with Qatar Fertiliser
Company (QAFCO) for supply of Urea.
-Coromandel to support 160 rural girl students in Nalgonda district under its pioneering
CSR project.

36
 -Coromandel International Limited Declares 400% Interim Dividend.

2012-Coromandel International Ltd. has recommended a Final Dividend of Rs. 3/- per share
(300% on face value of Rs. 1/- per share).

2013-Coromandel International acquires "Liberty Phosphate Group".

-Coromandel International Ltd has received the prestigious and internationally
recognized "Golden Peacock National Training Award" in the category of "Employer".
-World CSR Congress presents 3 CSR Awards to Coromandel International Ltd.
-Coromandel International Ltd India’s leading manufacturer of a wide range of fertilizers,
Crop protection products and Specialty Nutrients, has been awarded the "Best Management
Award-2013" by the government of Andhra Pradesh.
-A phosphoric acid Plant of ‘Tunisian Indian Fertilisers (TIFERT), a joint venture (JV)
company between India’s leading fertilizer manufacturer
- Coromandel International Ltd and Gujarat State Fertilisers and Chemicals Ltd (GSFC)
and Tunisia's GroupeChimiqueTunisien (GCT) and Compagnie Des Phosphat De Gafsa (CPG),
(both are Government of Tunisia entities), has been inaugurated.

2014 -Coromandel International Ltd has informed that the High Court of Andhra Pradesh has
approved the Scheme of Amalgamation of Liberty Phosphate Ltd and Liberty Urvarak Ltd.
-Coromandel International Ltd (Coromandel) and Sabero Organics Gujarat Limited
(Sabero) have approved a Scheme of Amalgamation for merger of Sabero with Coromandel. -
"Coromandel Enters JV for Farm Machinery Manufacturing".

2015-Coromandel has also introduced a range of Specialty Nutrient products including Organic
Fertilizers.

-The Crop Protection business produces insecticides, fungicides and herbicides and
markets these products in India and across the globe.

37
 -Coromandel is the second largest manufacturer of Malathion and only the second
manufacturer of Phenthoate. Coromandel has also ventured into the retail business setting up
more than 750 rural retail centers in the States of Andhra Pradesh and Karnataka.

2016- , India’s second largest Phosphaticfertiliser player, in the business of Fertilisers, Specialty
Nutrients, Crop Protection Products, Organic Manure and Retail, has reported the financial
results for the quarter and half year.

COROMANDEL INTERNATIONAL LIMITED AWARDS

• ISO 14001 certificates received by Coromandel for environment management system.

• Occupation health and safety management system certificate under OSHAS-18001.
• Government of Andhra Pradesh labor department May Day Award 2007 for Best
Management.
• ISO 9001 certificate received for quality management system
• FAPCCI Award received for outstanding contribution of Coromandel for social welfare.
• FAI Award for improvement in overall performance for the year 2004-05.

Complete farming solutions platform:

• Award on application of Information and Communication Technology in Agriculture -

2013', presented at FAI annual conference held in New Delhi from Dec 11 – 13, 2013
• Coromandel Retail is the proud recipient of 3 prestigious awards at the Rural Marketing
Forum that was organised by World Brand Congress and CMO Asia, on 14th Feb., 2012
at Taj Lands, Mumbai. The Awards were in the following categories:
- Most effective use of Interactive Rural Marketing
- Holistic marketing for Rural Brand Development
- Best Brand Loyalty Campaign
• The company was awarded the 'Retail Marketing Campaign of the Year award' under
“Awards for Retail Excellence” presented by ET Now. at the Asia Retail Congress 2013
held at Taj Lands End, Mumbai, on Wednesday, 13th Feb 2013.
38
• The organization has also been awarded three CSR awards during the 'Global
Sustainability Conference', organized by the 'World CSR Congress' at Mumbai on 17th of
February. The awards received are in the following categories:
- Green Business Award: For the efforts in promotion of organic manures through
retail outlets.
- Sustainable Business practices Award: For promoting INM, IPM and other
sustainable agricultural practices.
- Best Rural outreach Award: For the overall services rendered by our retail outlets.
• Coromandel Retail won three prestigious awards at the 'Asia Retail Excellence Awards'
instituted by CMO Asia, Singapore. The awards were won in the following three
categories:
- Retail Marketing campaign of the year - For customer-centric Marketing
campaign.
- Retailer of the year (Rural impact & CSR) - For increasing agricultural
productivity and enhancing the prosperity of the farmers.
- Best technology initiative / Implementation - For implementation of cutting edge
technologies such as Gromor webinars, Gromor online / scientist (Online
interaction from stores and through tablets), Mobile based advisories etc.
• The company got Nominated for ET Retail Awards – 2013 under "Excellence in
Marketing" category.

39
 CHAPTER- 3
THEORETICAL FRAME WORK

40
 EMPLOYEE WELFARE

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and motivation
of the employees high so as to retain the employees for longer duration. The welfare measures
need not to be in monetary terms only but in any kind/forms. Employee welfare includes
monitoring of working conditions, creation of industrial harmony through infrastructure for
health, industrial relations and insurance against disease, accident and unemployment for the
workers and their families.

Roberto well was the father of employee welfare. Industrial progress of a country
depends on its committed employee force. In this regard the importance employee welfare was
recognized as early as 1931, when the royal commission on employee stated the “the benefits,
which go under this nomenclature, are great importance to worker and which he is unable to
secure by himself. The schemes of employee welfare may be regarded as a “Wise investment”
which should and usually does bring a profitable return in the form of greater efficiency.

Twenty years later, the planning commission also realized: the importance of employee welfare,
when it observed that “In order to get best output of worker in the matter of production, working
conditions required to be improved to a large extent. The worker should at least have the means
and facilities to keep himself in a state of health and efficiency.

Importance of Employee Welfare

As a business, you have to provide various benefits to ensure your employees' welfare.
While this may increase your business expense and negatively affect your bottom line, looking
after your employees will benefit you in other ways. In fact, in this day and age, it's almost
impossible to operate a business without offering a basic set of benefits for the employees'
welfare.

41
1. Compliance

As a business owner, you are required by law to provide certain benefits for the welfare
of your employees. You have to match the Social Security taxes your employees pay and obtain
a worker's compensation insurance policy. If you terminate an employee, you have to provide
Consolidated Omnibus Budget Reconcilication Act (COBRA) funds to extend his health
insurance.

2. Recruitment and Retention

The benefits an employee receives from his employer for his welfare are often a
significant reason why he decides to accept a job offer. As such, providing employee benefits
allows you to compete with other businesses to recruit and retain qualify employees. If other
employers offer better benefits, good employees may choose to go there.

3. Employees' Well-Being

By providing a plan that's good for employees' welfare, you show them that you value
them. This can help make them feel welcome and happy in your company, motivating them to
work harder. If your health plan has wellness coverage and preventative care, employees are
more likely to stay healthy, cutting down on absenteeism and sick days.

4. Company Image

Providing a good employee welfare plan reflects well on your business, building a good
company image. It may even earn you some press coverage, giving you free publicity to improve
awareness among potential customers. This may boost your sales and increase your profits.

FEATURES OF EMPLOYEE WELFARE

• Employee welfare is a comprehensive term including various services, facilities and
amenities provided to employees for their betterment.
• The basic purpose in to improve the lot of the working class.
• Employee welfare is a dynamic concept.
• Employee welfare measures are also known as fringe benefits and services.

42
 • Welfare measures may be both voluntary and statutory.
PRINCIPLES OF EMPLOYEE WELFARE SERVICE
Following are generally given as the principles to be followed in setting up a
employeewelfare service:
➢ The service should satisfy real needs of the workers. This means that the
manager must first determine what the employee’s real needs are with the active
participationof workers.
➢ The service should such as can be handled by cafeteria approach.
D u e t o t h e difference in Sex, age, marital status, number of children, type of job and
the incomelevel of employees there are large differences in their choice of a particular
benefit.This is known as the cafeteria approach. Such an approach individualizes the
benefitsystem though it may be difficult to operate and administer.
➢ The employer should not assume a benevolent posture.
➢ The cost of the service should be calculated and its financing established on a
sound basis.
➢ There should be periodical assessment or evaluation of the service and
necessarytimely on the basis of feedback.
Types of Welfare Activities:

➢ Welfare measures inside the work place.

➢ Welfare measures outside the work place.

Welfare measures inside the work place:

• Conditions of the work environment.

• Workshop sanitation and cleanliness.
• Workshop, Sanitation and cleanliness, Ventilation, Lighting, Temperature, Elimination of
dust, humidity etc.
• Convenience and comfort during the work.
• Distribution of work hours and provisions for rest hours, Meal times and breaks.
• Workmen’s safety measures.

• Supply of necessary beverage and pill and tastes i.e., salt taste, milk, soda.

43
Factory sanitation and cleanliness:

• Urinals and Lavatories.

• Washbasins, bathrooms.
• Provision cleanliness, white- washing and repair of building and workshop
• Provision of drinking water, gardens and roads.
• Canteen services, full meals and mobile canteen.
• Management of workers clock rooms, resting rooms and library.

Workers health services:

• Factory health center, health education, medical examination for workers, health
research.

• Factory dispensary and clinic for general treatment and individual diseases, fatigue,
accidents etc.

• Workmen and child welfare anti-natal and maternity aid, infant welfare and crèches and
women general education.

• Workmen recreation facility- Playground, outdoor life, athletics, gymnasium and

workmen recreation.

• Education – Reading rooms, libraries, circulating library, visual education, pictorial

education, lectures, debating study circles, workers children education, nursery schools,
primary schools, women’s education, general education on hygiene, family planning
child care, domestic economy, home handicrafts.

• Cultural activities – musical evening and circles, art circles, folk songs, histrionics, folk
dancing, festival celebrations.

Welfare measures outside the work place:

• Water, Sanitation and waste disposal

• Roads
• Lighting

44
 • Recreational clubs, parks and playgrounds.
• Communication (post, telegraph, telephone and internet)
• Recreation facilities
• Child, youth, and workers club etc.

Classification of Welfare Activities

Management is concerned with attracting and keepingpeople, whose performance meets at least
minimum levels of acceptability; and at keeping absenteeism and turnover to tolerance levels.
The provisions of benefits and services can be and are important in maintaining the employees
and keeping turnover and absenteeism.

It is important to note that the financial incentives are paid to specific employees whose
work is above standards. Employee benefits and services on the other hand, are available to all
the employees based on their membership on their organization. The purpose of such benefits
and services to retain people in the organization and to stimulate them to greater efforts and
higher performance. They foster loyalty and act as a security based on the workers.

Two types of benefits:

1) Statutory benefits

2) Non- statutory benefits

1. Statutory benefits:

These benefits are generally social security, and include gratuity and pension payments,
the employee contribution to the employee’s provident fund account and health scheme.

The welfare norm to be fulfilled compulsory by the employees as prescribed by Legal Norm and
legislation:

• Sanitary and hygiene facilities

• Rest rooms

• Medical Facilities

45
 • Crèches

• Drinking water

• Canteen

Storing and drying clothing:

The state government may in respect of many or description or factories make rules requiring the
provision there in of suitable places for keeping clothing hot warn during hours and for the
drying of wet clothing.

Facilities for sitting:

It provided in suitable arrangement for sitting and maintained for all workers obliged to
work in a standing position in order that they may take advantage of any opportunities for rest
which may acquire in the course of their work.

First-Aid Appliance:

There shall in every factory be provided and maintained so as to be readily accessible during all
working hours first-aid boxes are cup boards, equipped with the prescribed contents, and the
number of such boxes cup board to be provided and maintained shall not less than one for every
one hundred and fifty workers ordinarily employed the factory Each first-aid box or cupboard
shall in the charge in the separate responsible person

Canteen:

The state government makes rule requiring that in any specified factory, where more than 250
workers are ordinarily employed, a canteen be provided and maintained by maintained by the
occupier for the use of the workers.

Shelters, Rest Rooms and lunch rooms:

In every factory where in more than 150 workers are ordinarily employed, adequate and suitable
shelters or rest rooms and suitable lunchrooms or with provision for drinking water, when
workers can eat meals brought by them, shall be provided and maintained for the use of workers.

46
Crèches:

In every factory where in more than [30 women workers] are ordinarily employed there shall be
provided and maintained a suitable room for the use of children, under the age of 6 years of such
room.

Drinking Water:

At all the working places safe hygienic drinking water should be provided.

First aid appliances:

First aid appliances are to be provided and should be readily assessable so that in case of any
minor accident initial medication can be provided to the needed employee.

Latrines and Urinals:

A sufficient number of latrines and urinals are to be provided in the office and factory premises
and are also to be maintained in a neat and clean condition.

Washing places:

Adequate washing places such as bathrooms, wash basins with tap and tap on the stand pipe are
provided in the port area in the vicinity of the work places.

Changing rooms:

Adequate changing rooms are to be provided for workers to change their cloth in the factory area
and office premises. Adequate lockers are also provided to the workers to keep their clothes and
belongings.

Maternity & Adoption Leave:

Employees can avail maternity or adoption leaves. Paternity leave policies have also been
introduced by various companies.

Medi-claim Insurance Scheme:

47
This insurance scheme provides adequate insurance coverage of employees for expenses related
to hospitalization due to illness, disease or injury or pregnancy.

Sexual Harassment Policy:

To protect an employee from harassments of any kind, guidelines are provided for proper action
and also for protecting the aggrieved employee.

2. Non- Statutory benefits:

Retirement benefits, medical benefits compensation for injuries and disablement,

subsidized food and housing, education and cultural facilities payment on life insurance premier,
the maintenance of canteens cafeterias, assistance to co-operative societies these. All the welfare
activities other than those, which are provided in full filament of the requirement of the law, are
known as non-statutory welfare measures.Non-statutory welfare activities are undertaken
usually, outside the work place Generally Non- statutory welfare activities are grouped in to four
categories:

➢ Medical facilities
➢ Educational facilities
➢ Recreational facilities
➢ Housing facilities
➢ Consumer co-operative stores
➢ Sports and cultural activities

Medical facilities:

The statutory medical facilities are provided in establishment under the employee’s state
insurance Act1948. Besides, medical facilities in varying degrees are provided by the many
undertakings through their own hospital or by arrangement with well-established medical
institutions.

Educational facilities:

48
The government has provided education for both workers and their employee in township.

Recreational facilities:

In India, a number of recreational facilities are provided either by employees or by social welfare
agencies.

Flexi-time:
The main objective of the flex-time policy is to provide opportunity to employees to work
with flexible working schedules. Flexible work schedules are initiated by employees and
approved by management to meet business commitments while supporting employee personal
life needs.

Employee Assistance Programs:

Various assistant programs are arranged like external counseling service so that
employees or members of their immediate family can get counseling on various matters.

Employee Referral Scheme:

In several companies employee referral scheme is implemented to encourage employees to refer

friends and relatives for employment in the organization.

Other Activities:

There are certain Non-statutory welfare measures, which are organized by some of the
employees.

In this category some important facilities provided by the employees are:

1)Transport

2)Consumer co-operative societies& fair shops.

Non-statutory welfare facilities provided to the workers over a wide range depends basically
upon the attitude of employees towards the workers well being.

Employee welfare legal side:

49
 Employees are statutorily required to comply with the provision of various welfare
amenities under different employee welfare legislations.

Important Acts relating to Lab our Welfare are:

• Factory Act, 1948
• Mines Act, 1952
• Workmen’s Compensation Act 1923.
• Maternity benefits
• Benefit Act, 1961
• Employee’s state Insurance Act, 1948
• Contract Labor (R&A) Act, 1970
• The Equal Remuneration Act, 1976
• A.P Labor Welfare Fund Act, 1987.
• Employee’s Provident Fund and Miscellaneous Provisions Act, 1952.
• Payment of Gratuity Act, 1972.
• The Minimum Wages Act,1948
• The payment of wages Act,1936
• The Industrial dispute Act,1947

1) Factories Act, 1948.

The main focus of the Act is on employee’s health, welfare and safety. In so far as is
concerned, the Acaroids for provision of on facilities for washing, storing and drying clothing, first
aid, canteens, shelters, rest rooms and lunch rooms, crèches etc. it is the responsibility of the
employer to provide the above statutory welfare facilities under this Act.

2) The workmen’s compensation Act, 1923.

This object of the Act is providing the maternity benefit and certain other benefits to women
employees working factories and other establishments. Leave with pay of 12 weeks for
miscarriage/abortion is required to be given by the employer to women employees, under this Act.

50
 3) Employees State Insurance Act, 1948.
The main objective of ESI Act is to provide the certain benefits to the employees in case
of sickness, maternity and employment injury. The Act provide for sickness benefit, disablement
benefit, and depended benefit subject to periodical payment by the injured employee. The ESI Act
is applicable to the employees working in the covered establishments of the notified area.

4) Contract Labor (R&A) Act, 1970.

The main object of Act is to regulate the employment of the contract Lab our in certain
establishment and to provide for its abolition under certain circumstances on the advice of the
advisory committee. The Act provides for welfare and health of contract Lab our including
prevision relating to canteen, rest rooms, and first aid facilities. The Act enjoys the principal
employer, the responsibility for payment of wages and compensation in case of accidents and in
case of non-payment of the same by the contractor.

5) The Equal Remuneration Act, 1976.

The Equal Remuneration Act provides for payment of equal remuneration to men and
women workers for it work a similar nature and for the prevention of discrimination on grounds of
sex, against women in the matter of employment.

6) A.P Labor Welfare Fund Act, 1987:

This Act provides for the constitution of a fund for financing of activities to promote
welfare of Lab our in the State of Andhra Pradesh and for the established of a board for conducting
welfare related activities.

7) Employee’s Provident Fund and Miscellaneous Provision Act, 1952:

The main object this Act is to provide for provident Fund, Employee pension and Deposit
linked Insurance for employees working in Factories and other establishments. The act
contemplates a contribution by the employer towards PF. It also proved for an and scheme.
51
Employees are allowed, withdrawals for certain specific purpose like, House Building, Children’s
marriage/ education etc.

8) Payment of Gratuity Act, 1972:

The Act provides of payment of gratuity to employees working in factories, mines etc.
The Act enjoins upon the employees to pay gratuity at the rate of 15 days wages for every
completed years of services with a ceiling of 20 months wages (overall ceiling Rs.3.5 lakhs) to
employees who have put in minimum period of services. In case of death of employees the
minimum period condition is relaxed.

9) The Minimum Wages Act, 1948:

The Minimum Wages Act,1948 seeks to protect the workers form underpayment of
wages for their efforts. It present the guidelines for the fixation of minimum wages which is just
sufficient to meet the basic need of workers and to keep a man’s ‘body and soul’ together.
The Act provides for fixing of
• Minimum wage in certain employments.
• Minimum time rate
• Minimum piece rate
• Guaranteed time rate.
• Overtime rate.
• Basic pay and D.A.

10)The Payment of Wages Act, 1936:

To ensure proper payment of wages and avoiding all malpractices like non-payment,
under payment, delayed and irregular payment, payment in kind under measurement of work.
The Act covers all the employees drawing the wages up to Rs. 1000 per month. The Act
stipulates that the organizations with less than 100 workers should pay the wage by seventh and
the organizations with more than 100 employees should pay by tenth of next month.

Under the Act, fines can be levied, but after due notice to the employees and the fine
deductions are restricted to 1/32nd of wage.

52
11) The Industrial Dispute Act, 1947:
The Industrial Dispute Act, 1947, is the only Act which provides for workers’
unemployment due to layoff. This relief is given by way of compensation to the affected workers
at certain specified rates.

The compensation in retrenchment cases amounts 15 days’ average earnings for every
completed year of service or part thereof. In the event of closure of undertaking, the retrenched
workers receive compensation at the same rate. However, it is limited to a maximum of 3
months’ average earnings if the closure is due to circumstances beyond the control of the
employer.

12) Principle of Employees Welfare:

Welfare will help to minimize the misunderstanding Employees welfare is dependent on
certain basic principle the following are to be kept in mind successful implementation of any
welfare programs is organization.

• Principle of adequacy of wages.

• Principle of social responsibility of industry.
• Principle of efficiency.
• Principle of patronization.
• Principle of co-ordination and integration.
• Principle of association.
• Principle of responsibility.
• Principle of accountability.
• Principle of timeliness.
OBJECTIVE OF EMPLOYEE WELFARE ACTIVITIES:
Partly humanitarian i.e., to enable workers to enjoy a fuller and richer life.
Partly economic i.e., to improve the efficiency of the workers to increase its availability where it
is scarce and to keep him contented as to minimize the inducement to form or join unions and
resort to strikes.

53
 Another object of employee welfare is to fulfill the future need and aspirations of
employee.In view of above discussions it is clear that employee welfare measures are too
inevitably undertaken by the employers to reduce absenteeism and employee turnover and to
increase production.

NEED FOR EMPLOYEE WELFARE:

The need for the employee welfare arises from the very nature of industrial system,
which is characterized by two basic facts. One, the conditions under which are carried on is not
congenial for the health. Second, when an employee joins an industry he has to work in an entire
strange atmosphere, create problems of adjustment. When a workers, who is in fact a retaliate,
comes to work in a factory has to work and live unhealthy, congested factories and areas, with no
outdoor recreation facilities.

The necessity for employee welfare is felt more our country because of its developing
economy aimed at rapid economic and social development. The need for employee welfare was
strongly felt by the committee of royal commission on employee as far back as in 1931,
primarily because of a look commitment to industrial work among factory workers and also
harsh treatment they received from the employer.

The resolution passed by the Indian National congress for fundamental rights and
economic program, in 1931 emphasized that the state should safeguard the interest workers and
should secure for them, by suitable legislation, a living wage. Healthy conditions of work,
limited hour, suitable machinery for disputes between employers and workmen and protection
against the economic consequences of old age, sickness and unemployment.

The workers should be equipped with necessary technical training and a certain level of
general education because of the high rate of illiteracy among the workers. The facilities would
also help in decreasing the number of industrial accidents and increasing the workers efficiency.
Therefore proper organization and administration welfare activities can play a vital role in
promoting better working conditions and living standers for industrial workers and also increase
their productivity especially in developing countries.
54
Employee Welfare Officer:

Section 49 of the factories act provides that in every factory wherein 500 or more
workers are ordinarily employed the employer shall appoint at least one welfare officer.

The welfare officer should possess:

(i) A university degree;

(ii) Degree or diploma in social service or social work or social welfare from a recognized
institution; and

(iii) Adequate knowledge of the language spoken by the majority of the workers in the area
where the factory is situated.

• Supervision
• Counselling workers
• Advising management
• Establishing liaison with workers
• Working with management and workers to improve productivity.
• Working with outside public to secure proper enforcement of various acts.

55
 CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION ON EMPLOYEE

WELFARE

TABLE-4.1 OPINION REGARDING THE SAFETY APPLIANCES PROVIDED BY THE

COROMANDEL INTERNATIONAL LIMITED.

Opinion Number of Respondents Percentage of Responses

56
 Yes 72 72.00

No 28 28.00

Total 100 100.00

Source: Field Study

28%

Yes

72% No

Interpretation:
➢ 72% of the employees feel that the safety appliances provided by the company are well
satisfied.
➢ 28% of the employees feel that the safety appliances provided by the company are not
satisfied.
TABLE-4.2 OPINION REGARDING THE MEDICAL FACILITIES PROVIDED BY THE
COMPANY.

Opinion Number of respondent Percentage of Responses

YES 71 71.00

NO 29 29.00

57
 Total 100 100.00

Source: Field Study

29%

Yes

71% No

Interpretation:
➢ 71% of the employees feel that the medical facilities provided by the company are well
satisfied.
➢ 29% of the employees feel that the medical facilities provided by the company are not
satisfied.

TABLE-4.3 OPINION REGARDING THE FIRST AID SERVICES IN THE ORGANIZATION.

Opinion Number of Respondents Percentage of Responses

Very good 39 39.00

Good 32 32.00

Need some improvement 29 29.00

58
 Total 100 100.00

Source: Field Study

29%
39%
Very good
Good

32% Need some Improvement

Interpretation:
➢ 39% of the employees feel that the first aid services in the organization are very good.

➢ 32% of the employees feel that the first aid services in the organization are good.

➢ 29% of the employees feel that the first aid services in the organization need some
improvement.

TABLE-4.4 OPINION REGARDING THE CANTEEN FACILITIES.

Opinion Number of Respondents Percentage of Responses

Very good 36 36.00

Good 29 29.00

Satisfied 25 25.00

59
 Poor 10 10.0

Total 100 100.00

Source: Field Study

10%
36%
25% Very Good
Good
Satisfied
Poor
29%

Interpretation:
➢ 36% of the employees feel that the canteen facilities are very good.
➢ 29% of the employees feel that the canteen facilities are good.
➢ 25% of the employees feel that the canteen facilities are satisfied.
➢ 10% of the employees feel that the canteen facilities are poor.

TABLE-4.5 OPINION REGARDING EDUCATION FACILITIES FOR EMPLOYEE

CHILDREN.

Opinion Number of Respondents Percentage of Responses

Very good 15 15.00

Good 24 24.00

60
 Satisfied 32 32.00

Poor 29 29.00

Total 100 100.00

Source: Field Study

15%
29%

Very Good
24%
Good
Satisfied
Poor
32%

Interpretation:
➢ 15% of the employees feel that Education facilities to their children are very good.
➢ 24% of the employees feel that Education facilities to their children are good.
➢ 32% of the employees feel that Education facilities to their children are satisfied.
➢ 29% of the employees feel that Education facilities to their children are poor.

TABLE-4.6 OPINION REGARDING THE RECREATIONAL FACILITIES PROVIDED

BY THE COMPANY.

Opinion Number of Respondents Percentage of Responses

Very good 79 79.00

61
 Good 10 10.00

Satisfied 11 11.00

Need some improvements 0 0.00

Total 100 100.00

Source: Field Study

0%
11%
10%
Execellent
Good
Satisfactory
79%
Need improvements

Interpretation:
➢ 79% of the employees feel that the recreational facilities are very good.
➢ 10% of the employees feel that the recreational facilities are good.
➢ 11% of the employees feel that the recreational facilities are satisfied.
➢ 0% of the employees feel that the recreational facilities need someimprovements.

TABLE-4.7 COMMUNITY FUNCTION HALLS PROVIDED IN ORGANIZATION.

Opinion Number of Respondents Percentage of Responses

Very good 30 30.00

Good 30 30.00

62
 Satisfied 25 25.00

Poor 15 15.00

Total 100 100.00

Source: Field Study

15%
30%

Very Good
25%
Good
Satisfied

30% Poor

Interpretation:
➢ 30% of the employees feel that Community function halls are very good.
➢ 30% of the employees feel that Community function halls are good.
➢ 25% of the employees feel that Community function halls are satisfied.
➢ 15% of the employees feel that Community function halls are poor.

TABLE-4.8 OPINION REGARDING POST-RETIREMENT MEDICAL FACILITY FOR

EMPLOYEE & SPOUSE.
Opinion Number of Respondents Percentage of Responses

Very good 58 58.00

63
 Good 23 23.00

Satisfied 10 10.00

Poor 9 9.00

Total 100 100.00

Source: Field Study

9%
10%

Very Good
23% 58% Good
Satisfied
Poor

Interpretation:
➢ 58% of the employees feel that Post-retirement medical facility for employee & spouse
are very good.
➢ 23% of the employees feel that Post-retirement medical facility for employee & spouse
are good.
➢ 10% of the employees feel that Post-retirement medical facility for employee & spouse
are satisfied.9% of the employees feel that Post-retirement medical facility for employee
& spouse are poor.

TABLE-4.9 OPINION REGARDING GROUP PERSONAL ACCIDENT INSURANCE SCHEME

IN COROMANDEL INTERNATIONAL LIMITED, VISAKHAPATNAM.

Opinion Number of Respondents Percentage of Responses

64
 Yes 100 100.00

No 0 0.00

Total 100 100.00

Source: Field Study

0%

Yes
No

100%

Interpretation:
➢ 100% of the employees feel that the Group Personal accident Insurance scheme is very
effective.
➢ 0% of the employees feel that Group Personal accident Insurance scheme is null
effective.

TABLE-4.10 OPINION REGARDING LOAN FACILITIES ON PF FOR MARRIAGES AND

EDUCATION OF CHILDREN IN COROMANDEL INTERNATIONAL LIMITED.

Opinion Number of Respondents Percentage of Responses

Very good 58 58.00

65
 Good 31 31.00

Satisfied 11 11.00

Poor 0 0.00

Total 100 100.00

Source: Field Study

0%
11%

Very Good
31%
58% Good
Satisfied
Poor

Interpretation:

➢ 58% of the employees feel that Loan facilities on PF for marriages and education of
children are very good.
➢ 31% of the employees feel that Loan facilities on PF for marriages and education of
children are good.
➢ 11% of the employees feel that Loan facilities on PF for marriages and education of
children are satisfied.0% of the employees feel that Loan facilities on PF for marriages
and education of children are poor.

TABLE-4.11 OPINION REGARDING AIR-CONDITION OFFICE ENVIRONMENT IS

PROVIDED IN COROMANDEL INTERNATIONAL LIMITED.

66
 Opinion Number of Respondents Percentage of Responses

Yes 100 100.00

No 0 0.00

Total 100 100.00

Source: Field Study

0%

Yes
No

100%

Interpretation:
➢ 100% of the employees feel that Air- condition Office environment provided are well
satisfied.
➢ 0% of the employees feel that Air- condition Office environment provided are null
satisfied.

TABLE-4.12 OPINION REGARDING LEAVE FACILITY PROVIDED AT COROMANDEL.

Opinion Number of Respondents Percentage of Responses

67
 Very good 15 15%

Good 44 44%

Satisfied 31 31%

Poor 10 10%

Total 100 100

Source: Field Study

10% 15%

Very Good
31%
Good

44% Satisfied
Poor

Interpretation:
➢ 15% of the employees feel that leave facility provided at Coromandelare very good.
➢ 44% of the employees feel that leave facility provided at Coromandelare good.
➢ 31% of the employees feel that leave facility provided at Coromandelare satisfied.
➢ 10% of the employees feel that leave facility provided at Coromandelare poor.

TABLE-4.13 OPINION REGARDING ON GRATUITY PROVIDED AT COROMANDEL.

Opinion Number of Respondents Percentage of Responses

68
 Very good 46 46%

Good 21 21%

Satisfied 18 18%

Poor 15 15%

Total 100 100

Source: Field Study

15%

46%
18% Very Good
Good
Satisfied
21% Poor

Interpretation:
➢ 46% of the employees feel that gratuity provided at Coromandelis very good.
➢ 21% of the employees feel that gratuity provided at Coromandelis good.
➢ 18% of the employees feel that gratuity provided at Coromandelis satisfied.
➢ 15% of the employees feel that gratuity provided at Coromandelis poor.

TABLE-4.14 OPINION REGARDING JOB SATISFACTION AT COROMANDEL.

Opinion Number of Respondents Percentage of Responses

69
 Yes 100 100%

No 0 0%

Total 100 100

Source: Field Study

0%

Yes
No

100%

Interpretation:
➢ 100% of the employees feel good job satisfaction at Coromandel.
➢ 0% of the employees feel null job satisfactions at Coromandel.

TABLE-4.15 OPINION REGARDING THE NEWLY REVISED SUPERANNUATION PENSION

SCHEME AT COROMANDEL.

70
 Opinion No. of Respondents Percentage of Responses

Very good 22 22%

Good 56 56%

Satisfied 17 17%

Poor 5 5%

Total 100 100

Source: Field Study

5%
22%
17%

Very Good
Good
Satisfied

56% Poor

Interpretation:
➢ 22% of the employees feel that the newly revised Superannuation pension scheme is very
good.
➢ 56% of the employees feel that newly revised Superannuation pension scheme are good.
➢ 17% of the employees feel that the newly revised Superannuation pension scheme is
satisfied.
➢ 05% of the employees feel that the newly revised Superannuation pension scheme is
poor.

TABLE-4.16 OPINION REGARDING PERSONNEL PROACTIVE EQUIPMENT (LIKE

EARMUFFS, EAR PLUGS, HAND GLOVES ETC.).

71
 Opinion No. of Respondents Percentage of Responses

Very good 23 23%

Good 70 70%

Satisfied 4 4%

Poor 3 3%

Total 100 100

Source: Field Study

4% 3%
23%

Very Good
Good
Satisfied
70% Poor

Interpretation:
➢ 23% of the employees feel that using personnel pro-active equipmentare very good.
➢ 70% of the employees feel that using personnel pro-active equipmentare good.
➢ 04% of the employees feel that using personnel pro-active equipmentare satisfied.
➢ 03% of the employees feel that using personnel pro-active equipmentare poor.

TABLE-4.17 OPINION REGARDING THE INCENTIVE SCHEME IN COROMANDEL

INTERNATIONAL LIMITED.

72
 Opinion No. of Respondents Percentage of Responses

Very good 45 45%

Good 31 31%

Satisfied 22 22%

Poor 2 2%

Total 100 100

Source: Field Study

2%

22%
45%
Very Good
Good
Satisfied
31%
Poor

Interpretation:
➢ 45% of the employees feel that incentive Scheme is very good.
➢ 31% of the employees feel that incentive scheme is good.
➢ 22% of the employees feel that incentive scheme is satisfied.
➢ 02% of the employees feel that incentive scheme is poor.

TABLE-4.18 ARE YOU SATISFIED WITH THE GRIEVANCE PROCEDURE IN THE

ORGANIZATION.

73
 Opinion No. of Respondents Percentage of Responses

Very good 16 16%

Good 58 58%

Satisfied 18 18%

Poor 8 8%

Total 100 100

Source: Field Study

8% 16%
18%
Very Good
Good
Satisfied
58% Poor

Interpretation:
➢ 16% of the employees feel that grievance procedure inCoromandelis very good.
➢ 58% of the employees feel that grievance procedure in Coromandelis good.
➢ 18% of the employees feel that grievance procedure in Coromandelis satisfied.
➢ 08% of the employees feel that grievance procedure in Coromandelis poor.

TABLE-4.19 OPINION REGARDING TRANSPORT CONVENIENCE BEING PROVIDED BY

THE COROMANDEL INTERNATIONAL LIMITED

74
 Opinion No.of Respondents Percentage of Responses

Excellent 78 78%

Very good 20 20%

Good 2 2%

Satisfactory 0 0%

Non satisfactory 0 0%
Total 100 100
Source: Field Study

2% 0%
0%

20%
Excellent
very good
Good
78% Satisfactory
Non satisfactory

Interpretation:

➢ 78% of the employees feel that Transport convenience being provided by the
organization is Excellent.

➢ 20% of the employees feel that Transport convenience being provided by the
organization is Very Good.

➢ 2% of the employees feel that Transport convenience being provided by the organization
is good.

TABLE-4.20 LEVEL OF SATISFACTION REGARDING AWARDS GIVEN

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 TO THE WORKERS.

Opinion No. of Respondents Percentage of Responses

Excellent 70 70%
Very good 19 19%
Good 10 10%
Satisfactory 1 1%
Non satisfactory 0 0%
Total 100 100
Source: Field Study

1% 0%

10%

19% Excellent
Very good
Good
70%
Satisfactory
Non satisfactory

Interpretation:

➢ 70% of the employees feel that awards given to the workers is Excellent.
➢ 19% of the employees feel that awards givento the workers is Very Good.
➢ 10% of the employees feel that awards given to the workers is good.
➢ 1% of the employees feel that awards given to the workers is Satisfactory

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CHAPTER- 5
SUMMARY

FINDINGS

SUGGESTIONS

CONCLUSION

ANNEXURE

SUMMARY
77
 Industrial progress depends on the satisfied employee force, for that providing of
adequate welfare measures is important. The ancient industrial system was not as complex and
complicated as we find industries in modern world. The main industry of our ancestors was
agriculture. The modern industrial working calls grew up in India after the advent of industrial
revolution.
Due to division of employee in the factory system, the workers could get required
satisfaction, the employers used to behave according to their whims and fancies. In the factory
system the worker had to live in overcrowded colonies with very poor sanitary conditions, which
adversely affect their health, social and family life. The work involved the use of bid machines,
which exposed him to many hazards use to illiteracy and ignore.
Earlier, employer regarded their workers as a more factors production and didn’t give
much attention to their well-being and satisfaction. On the other hand they cared more for
machines.
The wages also were low and the employers dictated the terms and condition of service.
To protect the workers and to give them just hare in the profits of the factory, the sate interfered
and laid down certain laws, rules and enactments and made them binding on the part of
employers who employee a certain number of workers.
Employee welfare implies setting up of minimum desirable standards and the provision
of facilitates like health, food, clothing, housing, medical assistance, education, job security,
recreation etc,.,such facilities enable the workers and his family lend a god work life, family life
and social life.
Employee welfare also operates to neutralize the includes both social and economic
contents of weaker section of society it aims at social to promote economic development by
increasing production and productivity through able distribution.
Welfare includes anything that is done for the comfort and improvement of employees and
is provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not
be in monetary terms only but in any kind/forms.
Employee welfare includes monitoring of working conditions, creation of industrial
harmony through infrastructure for health, industrial relations and insurance against disease,
accident and unemployment for the workers and their families. Labor welfare entails all those

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activities of employer which are directed towards providing the employees with certain facilities
and services in addition to wages or salaries.
The purpose of providing welfare amenities is to bring about the development of the
workers his social, psychological, economic, moral, cultural and intellectual development to
make him a good worker, a good citizen and a good member of the family.The need for the
employee welfare arises from the very nature of industrial system, which is characterized by two
basic facts.
One, the conditions under which are carried on is not congenial for the health. Second,
when an employee joins an industry he has to work in an entire strange atmosphere, create
problems of adjustment. When a workers, who is in fact a retaliate, comes to work in a factory
has to work and live unhealthy, congested factories and areas, with no outdoor recreation
facilities.

FINDINGS

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• Most of the employees are satisfied with Medical facilities provided by the company.
• First aid services in the organization were satisfied by the 39% of the employees
• 72% of the employees are satisfied with the safety appliances provided by the company.
• Most of them feel that canteen is well maintained with good quality and hygienic.
Standard of the service is up to their satisfaction.
• Most of the employees are satisfied with the Recreational facilities provided by the
company.
• High percentage of employees are with the loan facilities( for marriages and education
for children)
• High number of employees feel about transport convenience being provided by the
organization is Excellent.
• 70% of the workers are satisfied regarding the awards given to them.
• High number of employees are satisfied with the Air-condition office environment
provided by the organization.
• Most of the employees feel that maintenance and regular repair works are to be
improved.
• Some of the employees are not satisfied with the post-retirement medical facility
provided by the organization.
• Most of the employees feel that education facilities need to be improved.
• 10% of the employees are not satisfied with the leave facilities provided at Coromandel
International Ltd.
• Some of the employees have shown their dissatisfaction regarding grievance procedure in
the organization.

SUGGESTIONS

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• Most of them feel varieties of food items are not available at canteen and there is need of
improvement of food items available at township.
• The medical facilities are good. But Medicines prescribed are to be made readily
available at Medical shop in Township.
• 15% of the employees feel to improve opinion on gratuity provided at Coromandel
International Ltd.
• Most of the employees feel that leave facility in Coromandel International Ltdneed to be
improved.
• Some of the employees feel that post- retirement medical facility need to be improved.
• Most of the employees feel that sports facilities need to be improved a lot.
• Some of the employees feel that grievance procedure need to be improved.
• Some of the employees feel that incentive scheme need to be improved.
• Some of the employees feel that newly revised superannuation pension scheme need to
be improved.

CONCLUSION

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 Coromandel is well organized, better administered and well managed organization with
properly defined policies, aim and objectives and also time-tested procedures and practices
managed by variable competent and enlightened leadership of top executive and other officers
assisted by sincere delighted and honest staff workforce.

The process of study includes a detailed study on the welfare activities in Coromandel.
The study was conducted to find out the welfare facilities provided in the organization, which
influents the satisfaction of employees towards welfare facilities. I have used a well-structured
questioner comprising 20 questions. The sample size consisted of 100 respondents, simple
random sampling was a technique used for drawing sampling.

In Coromandel, Visakhapatnam the employees are provided with many welfare benefits.
It includes both statutory and non-statutory measures. Overall from the survey it is found that
most of the employees in the organization are satisfied with the welfare facilities provided by the
management.

The welfare facilities such as canteen facility, washing facility, uniform, nose guards and
ear clips also medical expense reimbursement has been appreciated by most of the employees in
the organization. The organization has provided an excellent medical, transport, recreation, co-
operative and housing facilities to motivate the employees and improve their performance. The
drinking water facility, canteen facility provided by the organization are good.

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ANNEXURE
QUESTIONNAIRE
BIBLOGRAPHY

83
 QUESTIONNAIRE TO ELICIT THE OPINIONS OF THE SELECTED
EMPLOYEES ON EMPLOYEE WELFARE PROVIDING BY
COROMANDAL INTERNATIONAL LTD.

I, XXXXX the student of MBA am conducting the survey on Labor Welfare providing by
Coromandel International Ltd. Visakhapatnam as a part of our academic curriculum. Hence we
request you to kindly spare few minutes from your busy schedule & fill this form. Also we
assure that information provided by you would be kept confidential.

Designation: Department:

Gender: Experience:

1) Are you satisfied with the safety appliances provided by the company?
a)Yes b) No

2) Are you satisfied with the Medical facilities provided by the company?
a)Yes b) No

3) How are the first aid services in the organization?

a)Very good b) Good c) Need some improvement

4) Are you satisfied with the canteen facilities?

a) Very good b) Good c) Satisfied d) Poor

5) Education facilities to your children are

a)Very good b) Good c)Satisfied d)Poor

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 6) Are you satisfied with recreational facilities provided by the company?

a)Very good b) Good c) Satisfied d) Need some improvement

7) Community function halls provided in your organization are

a)Very good b) Good c) Satisfied d) Poor

8) Post-retirement medical facility for employee & Spouse is

a)Very good b) Good c) Satisfied d) Poor

9) Do you have group personal accident insurance scheme in your organization?

a)Very good b) Good c) Satisfied d) Poor

10) Loan facilities on PF for marriages and education of children are

a)Very good b)Good c) Satisfied d) Poor

11) Is air-condition office environment is provided in your organization?

a)Yes b) No

12) How do you feel with leave facility provided at Coromandel?

a)Very good b) Good c) Satisfied d) Poor

13) What is your opinion on gratuity provided at Coromandel?

a)Very good b) Good c) Satisfied d) Poor

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14) Do you have job satisfaction at Coromandel?

a)Yes b) No

15) The newly revised superannuation pension scheme at Coromandel is

a)Very good b) Good c) Satisfied d) Poor

16) Are you satisfied with personal proactive equipment(like earmuffs, ear plugs, hand
gloves etc.)

a)Very good b) Good c) Satisfied d) Poor

17) Are you satisfied with the incentive scheme in the organization?

a)Very good b) Good c) Satisfied d) Poor

18) Are you satisfied with the grievance procedure in the organization?

a)Very good b) Good c) Satisfied d) Poor

19) How do you feel about transport convenience being provided by the organization?

a)Excellent b) Very good c) Good d) Satisfactory e) Non-satisfactory

20) Level of satisfaction regarding awards given to the workers

a)Excellent b) Very good c) Good d) Satisfactory e) Non-satisfactory

86
 BIBLIOGRAPHY

1. Boley, j,w., A guide to Effective Industrial Safety, Gulf Pub Publishing

2. Chatterjee, N.N., Management of Personnel in Indian Enterprises, Allied Book Agency,

Calcutta, 1980.

3. Mamoria, G.B., Labour Problems and Social welfare in India, Kitab Mahal, Allahabad, 1966.

4. Sarma, A.M., Aspects of Labour Welfare and Social Security, Himalaya Publishing House,
Mumbai, 1977.

5. Saxena, R.C., Labour Problems and Social Welfare, Gupta Printing Pree, Meerut, 1974.

Information:

• Various information collected from H.R. - Safety and other departments.

• www.coromandel.biz

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