A STUDY ON GREEN HUMAN RESOURCES

With Reference to

LANDMARK GROUP(MAX)

VISAKHAPATNAM

A project report submitted in a partial fulfillment of the

requirements for the award of degree in
BACHELOR OF BUSINESS ADMINISTRATION

Submitted by

CHINTAPALLI. MANISHA

(Reg No: 20AH571)

Under the esteemed guidance of

Dr. Mrs. L. Padmaja Rani, M.COM, MBA, Ph. D

Assistant Professor

DEPARTMENT OF COMMERCE AND MANAGEMENT

ST. JOSEPH’S COLLEGE FOR WOMEN (AUTONOMOUS)
VISAKHAPATNAM
(2020-2023)
 ST. JOSEPH’S COLLEGE FOR WOMEN (AUTONOMOUS)
Gnanapuram Waltair R.S. Visakhapatnam -530004
Andhra Pradesh, India
E-Mail – WWW.stjosephsvizag.com
Cell - 91-891-2558346

CERTIFICATE OF INTERNSHIP
is hereby awarded to

Ms. Chintapalli. Manisha (20AH571) of II BBA, St. Joseph’s College for Women
(Autonomous) Visakhapatnam, for successfully completing 180 hours of
Internship at our Institution.

Project Incharge / Head of the Department

Facilitator
 DECLARATION

I hereby declare that this project work entitled “GREEN HRM” with reference to “LANDMARK
GROUP (MAX)”, is a bonafide work done by me for the award of the degree “Bachelor of
Business Administration"(BBA) done under the guidance of Dr. L. PADMAJA RANI, Assistant
Professor, Department of Commerce and Management, during the academic years 2020 – 2023.
The project is my own and is based on primary data and secondary data. It has not been submitted
to any other university or institution for the award of any Degree or Diploma.

Date: Chintapalli. Manisha

Place: Visakhapatnam Regd.No.20AH571
 ACKNOWLEDGEMENT

I take this opportunity to express my sincere thanks to Dr. Sr. SHYJI P.D. Principal of St.
Joseph’s College for Women (A), for giving me the permission to carry out the project work.
I would like to wholeheartedly thank Dr. Mrs. N. JYOTHI, Head of the Department,
Department of Commerce and Management for helping me in the successful completion of my
project work.
I would like to express my deepest gratitude to my guide P. NEELIMA, HR , AVINASH ,
LANDMARK (MAX), for his valuable support and guidance, interest and inspiration for my
project completion.
I take this opportunity to express my deepest gratitude and sincere thanks to my faculty guide Dr.
Mrs. L. Padmaja Rani, Assistant Professor, Department of Commerce and Management, for
the valuable guidance and cooperation throughout the project work.
I would also like to thank the entire faculty members of the Department of Commerce and
Management for their constant cooperation and mentoring at all stages without whom the project
would have been a distant reality.
Finally, I would like to express my gratitude and thanks to my parents and friends whose
unremarkable encouragement had helped me throughout my educational endeavor and to do this
project work.

CHINTAPALLI. MANISHA

20AH571

BBA
 Contents

Chapter 1
• Introduction
• Scope
• Objective
• Methodology
Chapter 2
• Industry Profile
• Company Profile
Chapter 3
• Theoretical Framework
Chapter 4
• Data analysis & Interpretation
Chapter 5
• summary
• Finding
• Suggestions
• Conclusion

Bibliography
Annexure
Chapter-1
 INTRODUCTION

Green Human Resources Management:

Green Human Resources Management (Green HRM) is a resent research field that
includes all aspects and practices of HRM that pursue the goal of environmental sustainability .
The aim is to reconcile the goals of the companies and society without compromising
company goals. Green HRM has become an important applied field of research when it comes to
developing business in an ecological sustainable way.
Green HRM offers the opportunity to accompany and support long-term change of
employee`s mind set and behaviors, which are a precondition for environmental change in the
entire organization. Ecological sustainability matters from an economic viewpoint, as it saves
organizational costs, increases employee motivation and opens up new markets.
In November 2017, the international research project comparative Green HRM, headed by
Univ. prof. Michael Muller-camen , PhD and Univ. Prof. Dr. Marcus wagner was initiated.
Comparitive Green HRM means that international comparisons of environmental strategies and
practices (Green) are made in Human Resource Management (HRM). The project is being cried
out by the Vienna University of Economics and Business and University of Augsburg, and is the
funded by Austrian Sciences Fund(FWF) and the German Re-search Foundation(DFG). The
project ends in March 2022.
This project aims to uncover and analyzed options for implementing environmentally
friendly HR strategies in your organizations to revel how employees deal with obstacles and
challenges regarding environmental requirements and how doing so may creat tensions or
paradoxical situations in which they act with contradictions. They goal is to explore which
strategies employees use in different situations to reduce these tensions or to solve such paradoxes.
Project results offer valuable solutions to the challenges arising in Green HRM of
implementation in corporate strategic plans, and ensuring efficient business practices.
We assume that your organizational teams play a pivotal role and require special
attention, and the team as a determinant represents a research gap in the current HRM scientific
literature.
We collected data in several companies Austria, China, Germany, India and the USA.
Our study design consisted of a quantitative and a qualitative part First we conducted an online
survey with team members and team leaders who answered questions of pro-environmental
attitude, environmentally friendly behavior at work, and other personality sales. Second, to gain
deeper insights into Green HRM and sustainable behavior, we interviewed HR managers
environmental managers, CSR managers, team members and department heads in the respective
companies. The semi-structure interviews took about 60 minutes each and covered topics such as
implemented Green HRM and environmental sustainability, tensions in sustainability and the
interviews coping strategies to deal.
 Needs of the study

• To make the employees aware of the intricacies of environment management.

• It takes care or sees what action is needed.
• Green HRM looks after the functions how to be done.
• It looks after the environment around the employee.
• Their actives is to motivate the employees.
• It develops the pride in employees.
 Scop of the studye

• There is a scope for green practice in every function of HRM.

• It practices results in developing sustainability.
• It focus on reservation and preservation of environment around.
• It is concerned mostly about manpower planning, transfer, placement…etc.
 Objectives

• To make employee aware of the intricacies of environment management.

• To make sure what action is needed, and how it functions.
• To ensure the availability of competent and willing workforce for an organization.
• To do work force management, staff management, employee onboarding, payroll
• processing, etc.
• To make sure to pursue the goals of environment sustainability.
 Methodology
The source of such initiatives, referred to as green management, is the green movement wit
agenda of protection of environment and saving the plants earth from future manmade disasters.
Primary Data:
Primary data is a type of data that is collected by researchers directly from main sources through
interviews, survey, experiments, etc.
Primary data are usually collected from the sources, where the data originally originates from
and are regarded as the best kind of data in research.
This means, they can choose the perfect group or sample for their research and create a specific
environment to collect the desired data. The three main ways of collecting primary data is asking,
observing and experimenting this target group.

Secondary Data:
Secondary research, also known as desk research, is a research method that involves
compiling existing data sources from a variety of channels. This include internal sources (e. g: in-
house research) or, more commonly, external sources (such as government statistics,
organizational bodies, and the internet).
The biggest advantage of using secondary data is economics. Someone else has already
collected the data, so the researcher does not have to devote money, time, energy, and other
resources to this phase of research. It is economical, It saves efforts and expenses. It is time saving,
It helps to make primary data collection more specific. Since with the help of secondary data, we
are able to make out what are gaps and deficiencies and what additional information needs to be
collected. The common source of the secondary data for social science includes statement, the data
collected by the government agencies, organizational documents, the data basically collected for
other research objectives. However, primary data, by difference, are gathered by the investigator
conducting the research. Secondary data is research data that has previous been gathered and can
be accessed by researchers. The term contrasts with primary data, which is data collected directly
from its source.
• Data reliability. The secondary data that is to be used should be reliable.
• Suitability of the data.
• Data sufficiency.
• Books, journals or periodicals, newspapers, E-journals, general website, etc.
• Secondary data can be both quantitative and qualitative in form.
• Well-researched, vetted, or empirically tested.
• Provides an analysis of other sources.
• Adds value to one or more primary sources.
• Often written from third person point of view.
• Often contain quotations from eyewitness.
 Limitations

• Initial costs.
• Inadequate savings.
• Increased capital outlays.
• Uneven competition.
• Marginal impact.
• Employee apathy and reluctance.
• Lack of support.
• Costly implementation of alternate sources.
• Visual and hack threat.
• Provide the new hacks and techniques to the employees, that will cost more and profiet
will decrease.
Chapter-2
Industrial profile:

Landmark Group is an Indian multinational conglomerate based in Dubai, UAE

headed by Mikey jagtiani, who is the founder and chairman of the company. The group is involved
in retailing of apparel, footwear, consumer electronics, cosmetics and beauty products, home
improvements and baby products.

headqueatures: Dubai

Founder: Mikey jagtiani

Revenue: 700 crores USD (August 2016)

Founded: 1973

Number of employees: 55,000 (December 2015)

Type of business: Privately held

Subsidiaries: MAX Fasion, Lifestyle, Splash More…

Landmark Group has successfully grown into one of the largest and most successful retail and
hospitality conglomerates in the Middle East. Founded in 1973 in Bahrain, Landmark Group has
successfully grown into one of the largest retail... Dubai Marina, Dubai, United Arab Emirates.

The Group provides a value-driven product range for the entire family through a diverse
portfolio of 57 brands - constituting 27 own brands and 30 franchise brands. Landmark Retail
operates several home-grown and franchise brands, across diverse categories.
• Industry
Retail|
Textile & Apparel
• Founded in
1999 (23 yrs old)
• India Employee count
10k-50k
• Global Employee count
10k-50k
• Headquarters
Bangalore/Bengaluru, Karnataka, India
• Office Locations
Bengaluru/Bangalore
• CEO
Kabir Lumba
 • Founders

• Type of Company
Corporate
• Nature of Business
B2C
• Ownership
Private
• Registered Name
Life Style International Private Limited
• Company Email ID

• Company Contact no.

• Social Media Presence

• Website

lifestylestores.com
Lifestyle is India's premier fashion destination for the latest trends and hottest styles. Lifestyle is
India's leading fashion destination for the latest trends. Part of Dubai based retail and hospitality
conglomerate - The Landmark Group, Lifestyle brings multiple categories including men, women
and kids’ apparel, footwear, handbags, fashion accessories and beauty under the convenience of a
single roof. Lifestyle provides seamless and hassle-free shopping, offering leading national and
international brands along with the convenience of a true omni-channel experience with its online
store lifestylestores.com. The company is recipient of numerous awards and accolades, including
Most Admired Fashion Retail Destination of the Year at Images Fashion Awards for 5 consecutive
years; No. 1 India’s Best Company to Work for in the retail industry for 2 consecutive years and
Top 10 Best companies to Work for in India in 2015 - Great Places to Work Institute®. Currently,
Lifestyle is present across 77 stores, 44 cities and delivers to over 26000 pin codes. Lifestyle is a
true omni-channel player with its online store lifestylestores.com where customers can shop from
the convenience of their home.
The lifestyle industry today is the heart of Supply Chain evolution. Many fashion and apparel
brands have been forced to adapt their strategies and processes to cover international demand of
those raising economies with an extremely accelerated growth in the industry, such as; India, China
and Asia Pacific in general. the Landmark Group
Originating in India in 1999, Lifestyle is an Emirati retail fashion brand which comes under Dubai
Landmark.
Products Fashion appare

Brands Home Centre, Max and Easy buy

Services Multi-brand retail, Department store

Owner Manasvi Pathak

Originating in India in 1999, Lifestyle is an retail fashion brand which comes under Dubai-based
retail and hospitality conglomerate, the Landmark
Lifestyle's inventory consists of several national and international brands, and its product
categories include Indian and western apparels, footwear, handbags, beauty products, and fashion
accessories for men, women, and children.
In India, Lifestyle Stores is a part of Lifestyle International Pvt. Ltd, with sister brands Home
Centre, Max, and Easy buy.
Lifestyle International Pvt. Ltd has witnessed a Company and annual growth of 25% over the last
three years,[1] and has been ranked 10th on the list of Best Companies to Work for in 2019.
Lifestyle opened its first store in chennie and tamilnadiu, India in 1999. Each Lifestyle store offers
womenswear, menswear, kidswear, footwear & bags, beauty & skincare, accessories (watches,
fragrances, sunglasses) & more.
Lifestyle International Pvt. Ltd is led by Shital Mehta, who is the managing director of the
company.[3]
Landmark Group's business in India, which started with the Lifestyle stores, has now expanded to
include Home Centre, Max, and Easybuy. The Group's foray into e-commerce in India began in
January 2016 with Landmarkshops.in,[4] which was replaced by three separate brand sites and apps
for Lifestyle, Home Centre and Max in January 2017.Lifestyle International Pvt. Ltd. saw a growth
of about 24% in the fiscal year 2016 to cross the ₹7,000 crore mar The Lifestyle stores have a
multi-level store format, which is normally spread over two or three floors that provides a square
line-of-sight, allowing customers to view the product sections in a single glance.Lifestyle Stores
in Chennai, Tamil Nadu, IndiaThe company sells national and international brands, which make
up 75% of their stock, along with its in-house brand labels that bring in about 30% of the revenues
and account for the remaining 25% of in-store stock.] Lifestyle's private labels include brands like
Melange, which is a ₹150 crore brand with eight stores in India.
Lifestyle International generates the majority of its revenue through, which consist of 63 Lifestyle
stores. The retail chain is already established in 1 tier cities, and plans to develop stores in 2/3-tier
cities such as Nagpur, Jaipur and recently, Visakhapatnam and Nashik. Each store is estimated to
cost the company around Rs.10 crore to set up, on an average.
Lifestyle's 55th store was opened on 6 September 2016, at Bangalore's Phoenix Marketcity,
Whitefield. It was inaugurated by Bollywood actor and Melange's brand ambassador, In addition
to that, another store was inaugurated at the Waltair Uplands in by actor on March 24, 2017.

Employee welfare initiative:

wake of a high employee attrition rate in 2015, the company decided to offer flexible working
hours and to provide medical facilities to its front-end staff, among other benefits. With that, the
company has managed to reduce the attrition rate to 35% in 2017, from 80% in 2005, while the
industry average is still 50%.

Employee welfare initiates called ‘LIFE ’and ‘LEAP’ were run by the company. LIFE standing
for Learn - Implement - Fastrack - Expert and LEAP for Landmark are two in-house programs that
provide technical and soft skills to the front-end employees and enables them to get a degree in
retail management, respectively.
The company also held employee appreciation programs such as the Clash of Icons Make a
difference; Incentives and Long Service are given periodically to deserving employees. Corporate
Theatre was another informal learning technique used by Lifestyle to educate, entertain and engage
its employe
Corporate social responsibility
Spreading awareness about diabetes, Landmark Group has held multiple editions of the ‘Beat that
involves setting up free glucose screening test counters at Lifestyle and other stores under the
brand. The sixth and latest edition of the campaign was held in November 2015 and had athlete
Anju Bobby George and film actresses Amulya and join in.
The brand is home to popular international brands such as NYX, Deborah, Guess,
Bessie London, United Colors of Benetton, L'Oreal, Maybelline, Bourjois, Rimmel, Berkshire
Blanket and Made by Zen, in addition to our in-house brands, Adore, Elite d'Art, Mistotes and
Sasha.

Founded in 1973 with a single store in Bahrain, the Landmark Group has successfully grown into
one of the largest and most successful retail and hospitality conglomerates in the Middle East,
Africa and India. Consistently striving to deliver exceptional value, Landmark Group has over
55,000 employees, operates over 2,200 outlets, occupying over 30 million sq. ft. across 21
countries. The Group provides a value-driven product range for the entire family through a diverse
portfolio of 57 brands - constituting 27 own brands and 30 franchise brands. Overview - Over 44
years of retail experience. - Over 55,000 employees. - Presence across the Middle East, Africa and
the Indian subcontinent. - Over 2,200 outlets and 30 million sq. ft. retail space. - 27 own brands
and 30 franchised Landmark Retail Portfolio Landmark Retail operates several home-grown and
franchise brands, across diverse categories. Categories: Fashion, Footwear, Home décor, Lifestyle,
Electronics, Sporting Goods, Beauty. Centrepoint a destination bringing together the Group’s four
core retail brands), Babyshop (one-stop destination for kids between 0-16 years), Splash (multi-
brand fashion retailer), Lifestyle (home décor, fashion accessories, beauty products, gifts and much
more) Shoe Mart (multi-brand footwear and accessories store) Max (value fashion and footwear
store) Iconic (fashion, art, make up, and gadgets), Sports One (multi-brand, multi-category
sporting goods retailer), Shoexpress (value footwear and accessories store) Home Centre (a
complete home experience), Home Box (value furniture & home furnishings), Emax (large format
electronics store) Landmark International (a division that includes international franchise brands
– New Look, Koton, Reiss, Lipsy and Yours), and Shoe Mart International Footwear Division (a
division that includes franchise footwear brands – Kurt Geiger, Ecco, Pablosky, Dumond, Nose,
Steve Madden, BLOCCO 31, Aerosoles and Carpisa). The Group’s offerings have evolved to be
the preferred choice for consumers and core brands are market leaders in the region.
Landmark Hospitality Portfolio The Group has also diversified into leisure, food, wellness and
hotels segment and has strong customer loyalty for its varied offer. Categories: Leisure, F&B,
Wellness and Hotels Landmark Leisure (chain of indoor entertainment centres for children and
teens: Fun City, Fun Ville, Fun Box, Tridom and Fun Works) Foodmark (a division that includes
franchise and joint venture brands such as Carluccio’s, Nandos, Max’s, Ushna, GRK Fresh Greek
and Jamba Juice; as well as the home-grown brand Zafran.), Candelite (snacks and confectionery
store), Balance Spa and Salon (grooming and relaxation centre), Fitness First (fitness centres), and
Citymax Hotels (comfortable budget hotels). The Landmark Group has also diversified into
healthcare with iCare Clinics (primary healthcare clinics for the family). Landmark India In 1999,
Landmark Group entered India, to revolutionize retailing in the country with the introduction of
Lifestyle department stores. Positioned as a trendy, youthful and vibrant brand that offers
customers a wide variety of merchandise at an exceptional value for money, Lifestyle Stores began
operations in Chennai. In its 17 years of retailing in India, Landmark Group has launched several
of its core retail concepts in the country including Home Centre, Splash and Max. The Group’s
Hospitality portfolio has Spar supermarkets and hypermarkets, Fun City, Citymax and Krispy
Kreme.
Landmark Loyalty Programmes The Landmark Group operates two of the largest, most
comprehensive loyalty programmes – Shukran in the Middle East and Landmark Rewards in India.
The region’s largest retail loyalty programme, Shukran is testament to the Landmark Group’s
commitment and passion towards enhancing its relationships with customers across diverse
brands. Shukran offers a world of privileges to its members including added value, enriching
rewards and an enhanced customer experience. The programme covers over 55 brands, across 9
countries, and has over 16 million members. Launched in 2001, Landmark Rewards is an exclusive
customer loyalty programme offered by the Group in India. The programme covers 9 brands and
has over 15 million members. Logistics and Distribution Strength Landmark Group has created a
comprehensive infrastructure including a full-fledged logistics and distribution division to support
its retail operations. The Group has a total warehouse space of over 9.3 million sq. ft. The Group’s
Logistics and Re-distribution Centre is one of the largest privately owned in the Jebel Ali Free
Zone, Dubai encompassing 3.1 million sq. ft. Corporate Social Responsibility A company that is
founded on sound ethical principles, the Landmark Group also seeks opportunities to contribute to
the communities where it operates. Its commitment to Corporate Social Responsibility (CSR) is
not merely about charity, but also about playing a more responsible part in the society, be it within
the organisation or towards its stakeholders (customers, partners and employees), the environment,
society and the world at large. In 2009, the Landmark Group adopted diabetes awareness as part
of its longterm CSR initiative. Launched in the UAE, the Beat Diabetes’ programme aims to
increase awareness amongst people regarding the condition. Today the programme runs in seven
countries; UAE, Kuwait, Oman, Qatar, Bahrain, KSA and India and reaches out to over 20 million
people annually through events and educational initiatives. In India, the Group’s Chairman, Micky
Jagtiani initiated the LIFE Trust programme (Landmark International Foundation for
Empowerment) in 2000. LIFE focuses on rehabilitating the less fortunate through various
programmes and initiatives such as delivering non-formal education in rural areas, setting up
health centres in urban slums as well as training centres for the underprivileged youth and
imparting life skills training.
Company profile:

Max Fashion
Retail company

MAX India LTD is a No-govt company, incorporated on 05 Feb, 1982. It's a public unlisted
company and is classified as company limited by shares. Company's authorized capital stands at
Rs 100.0 lakhs and has 7.0% paid-up capital which is Rs 7.0 lakhs. MAX India LTD is majorly in
Manufacturing (Metals & Chemicals, and products thereof) business from last 40 years and
currently, company operation sareamalgamated.
Company is registered in Chandigarh (Punjab) Registrar Office. MAX India LTD registered
address is TAONSATEH BALACHAUR DISTT HOSHIARPUR PUNJAB PB 000000 IN.
Max India Ltd (Max India), a part of Max Group, is a provider of health care and insurance
services. The company, through its subsidiaries, provides individual and group insurance products;
and runs the senior living business. Max India also offers treasury investments services. It carries
out the health insurance business through Max Bupa Health Insurance (MBHI), a joint venture of
the company and Bupa Finance Plc. The company has a presence across Patna, Kolkata, Kochi,
Surat, Jaipur, Chandigarh, Ludhiana, Pune, Chennai, Hyderabad, Mumbai, Bengaluru and Delhi.
Max India is headquartered in Noida, Uttar Pradesh, India.
MAX FINANCIAL SERVICES LTD. (MFSL) - COMPANY HISTORY

Max Financial Services (MFS) is the listed holding company for Max Life Insurance Company
and was formed soon after the demerger of Max India Limited. In January 2016 the Max Group
concluded a mega corporate restructuring wherein the erstwhile Max India was demerged into
three separate entities Max Financial Services (life insurance) Max India (healthcare and allied
businesses) and Max Ventures & Industries (manufacturing industries and new entrepreneurial
ventures). The original company was renamed Max Financial Services and the ex-demerger stock
of MFS started trading from 27 January 2016. Max Life Insurance is the sole operating subsidiary
held by Max Financial Services Limited (MFS). Max Life Insurance is a life insurance joint
venture between MFS and Mitsui Sumitomo Insurance (MSI) a Japan headquartered global leader
in life insurance. Max Life Insurance offers comprehensive long-term savings protection and
retirement solutions through its high-quality agency distribution and multi-channel distribution
partners. Max India Limited (MIL) a multi-business corporate was incorporated in 24th February
of the year 1988. In the year1992 a joint venture company was set up in collaboration with
Hutchison Telecom under the name of Hutchison Max Telecom Pvt. Ltd to offer value added
telecom services. MIL had entered into memorandum of understanding with Comsat Corporation
USA for a joint venture to address the needs of VSAT communication services via satellite.
Maxxon India promoted by MIL was merged with the company in the year 1993. During the year
1994 an innovative new product for leather industry was introduced under the name of Maxfoil
and also in the same year the company commissioned the cellular paging and VSAT Satellite
Communication networks. The joint venture between Max-GB Ltd. and Hindustan Antibiotics Ltd
for manufacture of Penicillin G was inaugurated at Pimpri on 8th October of the year 1995. Forays
were made into the banking and financial sectors and also into distribution and manufacturing
sectors. In March of the year 1996 a joint venture was formed with Atotech BV of the Netherlands
for PCB plating and general metal finishing chemicals. A range of Upjohn products manufactured
under licence in a new sterile facility were launched. In April of the same year the unit
commissioned at its films metallising plant and launched its metallised BOPP films branded
`Maxmet'. Max Corporation a wholly owned subsidiary of the Company has been amalgamated
with the company in the year 1999. MCL stood dissolved without winding up and all assets and
liabilities of MCL were transferred and vested with the Company effective from 14th January of
the year 2000. During the year 2000 the company had acquired a majority interest in HealthScribe
India Pvt. Ltd.
A 100 per cent Indian subsidiary of HealthScribe Inc. one of the World's leading medical
transcription companies. MIL sold its 24 per cent stake in the 50:50 penicillin-based bulk
pharmaceutical joint venture of Max GB to its foreign partner the Dutch DSM for Rs. 26 crores.
In the year 2001 Max healthcare a division of Max India Ltd. has opened two primary (Dr Max)
and a secondary (Max Medcentre) healthcare centres in New Delhi. During the identical year of
2001 the company entered into insurance business Max New York Life the joint venture between
Max India and New York Life. Max India became the first private player to shows interest in
Health Insurance sector during the year 2002 and also in the year the company sold its
pharmaceutical division to Jubilant Organosys for the consideration of Rs. 62.7 crs. During 2002-
03 the company had entered into the healthcare staffing resources business through a 50%
investment in a new Company Max HealthStaff International Ltd. During the year 2003 Max India
closed down the Max Ateev and Alta Cast the software development and IT enabled business
taking a big hit of Rs.65 crs. During 2004-05 the company divested its equity stake in Comsat Max
in favour of Bharti Infotel Ltd for a cash deal of Rs.33 crores. During 2005 the company decided
to amalgamate its wholly owned subsidiaries namely Max Telecom Ventures Ltd and Max Asia-
Pacific Ltd Honkong with the company. In June of the year 2005 the company acquired 1972500
equity shares of Max Health Staff for a consideration of Rs.2.51 Crores thereby making it a wholly
owned subsidiary of the company. Max Super Speciality Hospital (MSSH) was commenced its
operations in May of the year 2006. Neeman Medical International (NMI) had established
preferred provider relationship with 5 Pharma major in the year 2006-07. Max Speciality Products
(MSP) commissioned a new state-of-the-art-speed BOPP film production line with a capacity of
20000 tonnes per annum in March of the year 2007. The Company to invest Rs 10 billion
additionally in Max New York Life the board decided in September of the year 2007. The
Company bagged an Express Healthcare Excellence Awards for the year 2007-08. On 11 July
2008 Max India Limited and Bupa Group a leading international health and care company
announced a new partnership to enter the health insurance market in India. The two companies
announced the creation of a joint venture called Max Bupa Health Insurance Limited which subject
to regulatory approval will offer a suite of products to both consumer and business customers. The
initial share capital of the JV will be Rs100 crores ( 12million). Bupa Group will take a 26 per cent
stake in Max Bupa the maximum allowed under current Indian rules on foreign investment in the
country.Max India Group crossed $1 billion revenue mark in the financial year ended 31 March
2019.On 28 December 2009 Max India announced that it had garnered a high value investment of
$115 million (about Rs 540 crore) from the private equity arm of global investment bank Goldman
Sachs. The investment will be through Fully & Compulsory Convertible Debentures (FCD)
carrying a coupon rate of 12% per annum. These FCDs will be converted into equity shares of
Max India in 15 months at Rs 216.75 per share. Additionally the Promoter Group of Max India
will be bringing in Rs. 175 crore in the Company. These investments will be used to fund the
Company's expanding life insurance healthcare and health insurance businesses; Max New York
Life Max Healthcare and Max Bupa. Goldman Sachs will have 9.4% stake in Max India after
conversion of these FCDs and promoter warrants. On 12 October 2011 Max India announced that
Life Healthcare (LHC) a USD 2 billion South African healthcare major is set to invest Rs 516.5
crore in Max Healthcare (MHC) for a 26% stake in an all cash transaction. MHC is a subsidiary
of Max India. On 12 April 2012 Max India announced that MS&AD Insurance Group Holdings a
Japan headquartered global insurance powerhouse will acquire 26% stake in Max New York Life
(MNYL) India's 4th largest private life insurance company. In an all cash transaction MS&AD
will pay Rs 2731 crore (US $535 million) for the stake making it the 2nd largest foreign investment
in the Indian Life Insurance sector. Post transaction Max India's majority stake of 70% will remain
unchanged. As a result of this transaction Max India will get a net cash flow of Rs 802 crore (US
$157 million). After this transaction the company will be rebranded Max Life Insurance Company.
The joint relationship with MS will also be highlighted in all the communication. The Board of
Max India Limited on 10 September 2012 approved divestment of its profitable Biaxially Oriented
Polypropylene (BOPP) Film division Max Speciality Films to Treofan a German global
technology leader for BOPP film. Treofan which develops and sells BOPP films in over 90
countries around the world has offered an Enterprise Value of Rs 540 crore to acquire 100% stake
in Max Speciality Films. The offer from Treofan is subject to financing a material adverse change
clause confirmatory due diligence execution of mutually satisfactory sale and purchase agreements
management retention formal approval from Treofan's Advisory Board and receipt of regulatory
and corporate approvals. On 3 February 2014 Standard Chartered Bank and Max Bupa announced
their bancassurance Corporate Agency arrangement to provide Max Bupa's comprehensive health
insurance offerings to the diverse customer base of Standard Chartered Bank across the country.On
10 November 2014 Life Healthcare (LHC) a USD 2 billion South African healthcare major
completed the transaction to equalize its stake Max Healthcare (MHC) by investing Rs 766 crore
in Max Healthcare (MHC). LHC has paid Rs 67.5 per share to equalize its stake in MHC in an all
cash transaction which puts the enterprise value of MHC at Rs 3650 crore and its Equity value at
Rs 2884 crore. IFC Washington an existing investor in MHC will also subscribe to additional
equity of MHC by infusing Rs 31 crore to maintain their 7.5% stake in an expanded capital base
at the same valuation. On 28 May 2015 Max Healthcare (MHC) announced that it has executed
definitive agreements to acquire a controlling stake of 76% in NCR based Pushpanjali Crosslay
Hospital (PCH) through a combination of fresh investment and acquisition of shares from existing
promoters for the aggregate sum of Rs 287 crore. Situated just 4 kms from Max Super Speciality
Hospital in Patparganj the 340-bedded Pushpanjali Crosslay is at a prime location along the East
Delhi-Ghaziabad-Noida corridor. The hospital which has the capacity to expand up to 540 beds is
NABH and NABL accredited and has been operational since 2010.On 28 October 2015 Max
Healthcare (MHC) announced a partnership with Smart Group wherein MHC would acquire 51%
stake in Saket City Hospital (P)Ltd. from Smart Health City Pte Ltd the Singapore based BK Modi
Group company which manages and operates the Delhi based Saket City Hospital (SCH). The
transaction is subject to confirmatory diligence requisite regulatory approvals and other customary
conditions. Located in the heart of South Delhi's Saket area SCH which started operations in 2013
has 230 operational beds and is currently expanding to 300 beds. Max Healthcare plans to further
expand this facility by about 900 additional beds thereby expanding SCH's capacity to 1200 beds.
This addition represents a more than 50% increase compared to Max Healthcare's current capacity
and will significantly enhance access to quality healthcare. On 23 November 2015 Max Bupa
Health Insurance (Max Bupa) announced that its foreign parent Bupa has executed agreements to
acquire an additional 23% stake in Max Bupa one of India's leading standalone health insurers.
Bupa will pay around Rs 191 crore to Max India in an all cash transaction to increase its stake in
Max Bupa from 26% to 49%. Bupa was the first foreign insurer to announce its intent to increase
its stake to 49% in its Indian health insurance subsidiary after the Government relaxed FDI
participation rules for insurance companies. On 15 January 2016 Max India announced its
demerger into three listed companies - Max Financial Services Ltd. Max India Ltd. and Max
Ventures & Industries Ltd. to provide its investors with specific and undiluted access to its diverse
lines of businesses unlock shareholder value and enable sharper focus on each operating business.
Post restructuring the erstwhile Max India's existing shareholders will retain one equity share of
Rs 2/- in Max Financial Services Limited. They will additionally get one equity share of Rs. 2/-
each of the new company Max India Limited for every one equity share held in Max Financial
Services and one equity share of Rs. 10/- each of Max Ventures and Industries Limited for every
5 equity shares of Rs. 2/- each held in Max Financial Services. On 31 July 2017 Max Financial
Services (MFS) Max India and Max Life confirmed that the proposed merger with HDFC Standard
Life Insurance Company Ltd. (HDFC Life) has been called off. The exclusivity agreement with
HDFC Life valid till 31 July 2017 will not be renewed. The prospective partners had evaluated
several alternate structures over the last month. However the inordinate time associated with
finalization and approval of these structures led to this decision. Earlier the Board of Directors of
HDFC Standard Life Insurance Company Ltd. (HDFC Life) Max Life Insurance Company Ltd.
(Max Life) Max Financial Services Ltd. (Max Financial Services) and Max India Ltd. (Max India)
at their respective meetings held on 8 August 2016 approved entering into definitive agreements
for amalgamation of business between the entities through a composite Scheme of Arrangement.
It was decided at that time that the life insurance business of Max Financial Services currently held
in Max Life would demerge into HDFC Life. In FY2013-14 consequent to certain regulatory
changes impacting the distribution of health insurance products by banks Max Bupa a health
insurance company took the lead in engaging with several leading banks and signed up corporate
agency agreements with four banks viz. Standard Chartered Bank Federal Bank RBL Bank and
Deutsche Bank. These partners are helping Max Bupa take its products and services to a much
wider market. The Board of Max India Limited in its meeting held on January 27 2015 approved
a Corporate Restructuring plan to vertically split the Company through a demerger to three
companies the existing company and the two resulting companies to be listed on demerger
becoming effective. This would enable the investors in the Company to have a choice to be
associated with the underlying businesses through separate listed entities or specifically with the
relatively matured business of life insurance and/or have a separate access to the mature
manufacturing business of specialty films and/or in the health and allied businesses which are in
their relative growth phase or nascent stage of development and have higher capital requirements.
In addition the restructuring would also result in a sharper focus on underlying businesses and
unlock value for shareholders. The salient details of the Scheme of Demergerare as follows: i) The
existing company Max India Limited is proposed to be renamed `Max financial Services Limited'
upon demerger and will focus solely on the group's flagship life insurance activity through its 72%
shareholding in Max Life Insurance Company Limited making it the first Indian listed company
exclusively focused on life insurance. The Insurance Laws (Amendment) Ordinance 2014 recently
promulgated by the President of India and widely expected to be approve as an Act has created
renewed investor interest in the life insurance sector. ii) Upon completion of the demerger it is
proposed to name the second vertical as Max India Limited (Resulting Company 1) which will
continue to manage investments in the high potential health and allied businesses including in: -
Max Healthcare Institute Limited Max Bupa Health Insurance Company Limited Antara Senior
Living Limited and supported by a corporate management services team. The demerger will
provide these businesses which are currently in their growth and development phases sharpened
focus to fulfill their tremendous potential.
The corporate management services team will manage shared services facilities
and provide functional support to all 3 verticals. iii) The third vertical will house the investment
activity in the group's manufacturing subsidiary Max Specialty Films Limited - an innovation
leader in the speciality packaging films business - and will be named Max Ventures and Industries
Ltd (Resulting Company 2). iv) The Company's shareholders whose name will appear in the
register of members on a `Record Date' to be specified for the said purpose once the demerger
scheme is effective will retain one equity share of Rs. 2/- in Max financial Services Limited
(existing Max India as renamed). In addition the shareholders will get shares in the new companies
as detailed below: 1) One equity share of Rs. 2/- each of Resulting Company 1 for every one equity
share of Rs. 2/- each held in the Company; and 2) one equity share of Rs. 10/- each of Resulting
Company 2 for every 5 equity shares of Rs. 2/- each held in the Company. (v) The Company has
a Treasury Corpus of Rs. 572 Cr. as at March 31 2015 It is proposed to split the cash reserves as
on Appointed Date of April 1 2015 between the 3 listed companies such that the Company will
hold Rs. 150 Cr. Resulting Company 2 will hold Rs. 10 Cr. and the balance Rs. 412 Cr. will be
held by Resulting Company
1. (vi) The Appointed Date for the demerger is April 1 2015.The Company has received approvals
from SEBI and CCI for the proposed scheme of demerger. Pursuant to the order of Hon'ble High
Court of Punjab and Haryana at Chandigarh the Court Convened Meeting of shareholders of the
Company was held on July 4 2015 at 11:00 A.M. at the Registered Office of the Company at Bhai
Mohan Singh Nagar Railmajra Tehsil Balachaur District Nawanshahr Punjab - 144 533 and the
report of the Court appointed Chairman was filed with the Hon'ble High Court. 99.99% of the total
voting of the shareholders of the Company at the meeting and by e voting voted in favour of the
Scheme of Demerger. The Company has filed the second petition before the Hon'ble High Court
seeking its approval for the Scheme of Demerger. In May 2015 Max India completed the
divestment of Max Neeman a contract research organization with world-class practices strong
values and deep customer relationships. As a `natural owner' of this business JSS Medical Research
the acquiring firm will invest in Max Neeman's growth enabling the Max India Group to focus
more on its core businesses. In FY 2015-16 the company renewed its corporate agency relationship
with Axis Bank with continued access to the strong network of 2904 branches of Axis Bank in the
country. In collaboration with Axis Bank the company launched 'Maxis 2020' a nationwide
transformation of the life insurance selling processes at the bank used data analytics including
smarter customer targeting and introduced a digital solution to enable sellers to perform needs-
based sales for customers across a variety of devices such as desktops tablets and smart phones.
The use of technology for life insurance sales rapidly picked up momentum with over 70% of
policies being sold using this new digital solution in the final quarter of the FY 2015-16. This now
enables the company to issue a policy in just 4 hours.The company introduced 3 new products and
4 new Riders in FY 2015-16 covering both Long-Term Savings and Protection. Of the 7 new
products and Riders Max Life Platinum Wealth Plan (PWP) and Max Life Monthly Income
Advantage Plan (MIAP) proved to be the most successful in FY 2015-16. In addition to the new
product launches Max Life Guaranteed Income Plan - an existing guaranteed income plan was re-
launched with a unique derivative investment strategy to hedge interest rate risk. The Board of
Directors of Max Financial Services and Max Life Insurance in August 2016 approved the
amalgamation of life insurance business of Max Life with HDFC Life subject to requisite
shareholder and other regulatory approvals to eventually create the biggest private-sector life
insurance company in India. As per the agreed valuation and exchange ratio the relative valuation
of HDFC Life and Max Life would be 69% and 31% respectively. The potential merger if it
fructifies will create the largest private life insurance company in India. The coming together of
two large life insurance companies of India Max Life Insurance and HDFC Life is likely to be
accretive to its various stakeholders as the two companies enjoys complementary areas of
strengths. On the distribution front while Max Life Insurance has long-standing relationships with
Axis Bank Yes Bank and Lakshmi Vilas Bank HDFC Life has relationships with HDFC Bank
RBL and IDFC Bank which could create a strong bancassurance growth engine. In addition the
highly productive agency distribution of Max Life Insurance and E-commerce play of both
companies is expected to add strength to the multi channel distribution architecture. During the
year under review the Company acquired 14170817 equity shares of Rs. 10/- each in Max Life in
March 2018. Accordingly the equity stake of the Company in Max Life increased to 70.75% as at
31 March 2018.During the FY2019 the Company acquired 198787368 equity shares of Rs. 10/-
each in Max Life. Accordingly the equity stake of the Company in Max Life increased to 71.79%
as at 31 March 2019.The Board of Directors of the Company in its meeting held on 03 March 2020
had considered and approved the issuance and allotment of up to 75458088 equity shares of the
Company of the face value of Rs. 2 each fully paid up on a preferential basis to Mitsui Sumitomo
Insurance Company Limited (MSI) for consideration other than cash i.e. through swap of
394775831 equity shares of Rs. 10 each of Max Life Insurance Company Limited. In addition the
Company through a call/put option has a right to acquire the remaining shareholding held by MSI
at Rs. 85/- for every Equity Share of Rs. 10/- each held by MSI in Max Life (MSI Put/Call Option).
In this regard the Company has executed definitive agreements with the parties. If wanna get it so
marry mee if u wanna get jab consultancy
The said transaction was subject to receipt of requisite shareholders approvals and
regulatory approvals. On 20 February 2020 the Company and Axis Bank Limited (Axis Bank)
executed Confidentiality and Exclusivity Agreement to explore a long-term strategic partnership.
The Board of Directors of the Company had approved in its meeting held on 27 April 2020 to enter
into definitive agreements with Axis Bank for the sale of 29% of the equity share capital of Max
Life a material subsidiary of the Company to Axis Bank which will have the effect of Max Life
becoming a 70:30 joint venture between the Company and Axis Bank after series of transactions.
During the year 2019-20the company acquired 14170817 equity shares of Rs. 10/- each in Max
Life. Accordingly the equity stake of the Company in Max Life increased to 72.52% as at 31 March
2020.On 08 December 2020 the Company allotted 75458088 equity shares of Rs.2/- each at a price
of Rs. 565.11 per equity share amounting to 21.87% of the paid-up share capital of Max Financial
Services Limited (MFSL or Company) to MSI on a preferential allotment basis in consideration
for the transfer of equity shares constituting 20.57% of the paid-up share capital of Max Life held
by MSI to MFSL. Post the Share Swap transaction MSI holds 21.87% equity shares of the
Company and the Company's investment in equity shares of MLIC had increased from 72.52% to
93.10% as of 08 December 2020.Subsequent to the year end 2020-21 the Company had transferred
172731531 equity shares of Rs. 10 each of Max Life to Axis Bank on 06 April 2021 fully paid up
at a price of Rs. 32.12 per share for consideration aggregating to Rs. 554.81 crore. Post the Axis
Bank stake sale transaction Axis Bank together with its two subsidiaries hold 12.99% equity shares
of Max Life and the Company's investment in equity shares of MLIC has decreased to 81.83%.
Manisha is acting weird fuck and I don’t even care. She is sucking happy so dame let
her be as her wish for dame fucking sake.
 Chapter-3

Theoretical Framework:

GHRM is a new concept and is becoming popular all over the world. It has got different meanings
to different people. There is no comprehensive definition of GHRM. It refers to making efforts to
improve energy efficiency or reduce the pollution produced by our home, business, and general
living habits. The main purpose of going green is to reduce the potential negative impact that
energy consumption and pollution can have on the environment. Ramachandran defines Green
HRM as the integration of environmental management into HRM.
The term green HRM is mostly used to refer to the contribution of HRM policies and practices
towards the broader corporate environmental agenda. It refers to using every employee to support
sustainable practices and increase employee awareness and commitments on the issue of
sustainability. Anjana Nath defines Green HR as environment-friendly HR initiatives leading to
better efficiencies, less cost, and heightened employee engagement levels.Typical green activities
are performed to travel requirements through video recruiting or the use of online and video
interviews. It involves undertaking environment-friendly HR initiatives resulting in greater
efficiencies, lower costs and better employee engagement and retention, which in turn, help
organizations to reduce employee carbon footprints by the likes of electronic filing, car-sharing,
job-sharing, teleconferencing, and virtual interviews, recycling, telecommuting, online training,
energy-efficient office spaces, etc.
Green HR initiatives help companies find alternative ways to cut costs without losing their top
talent. Focus on Green HRM as a strategic initiative promotes sustainable business practices.
Therefore, developing a new organizational culture through GHRM practices becomes a
manager’s concern. Developing a green culture can affect employee behaviour and introduce
certain values that build an internal culture. Green behaviour is assumed to be instrumental in the
implementation of the green HRM culture and adopting formal environmental strategies.
According to Mandip, the practice of green HR should be translated into the HR processes, such
as recruitment, training, compensation, etc. Green HRM involves undertaking environment-
friendly HR initiatives resulting in greater efficiency, lower costs and better employee engagement
and retention, which in turn, help organizations to reduce employee carbon footprints by electronic
filing, car sharing, job sharing, teleconferencing, and virtual interviews, recycling, telecommuting,
online recruitment and training, energy-efficient office spaces, etc.The Green Human Resource
Management plays an important role in the industry to promote the environment-related issues.
Organizations must formulate HR policies and practices, train people to increase awareness about
the environment, and implement laws related to environmental protection. The Green HRM may
also help the employers, manufacturers in building brand image and reputation. Organizations
need to conduct an environmental audit, thus changing the organizational culture, thinking about
waste management, pollution, and helping the society and its people, those are getting affected by
pollution. It will also make employees and society members aware of the utilization of natural
resources more economically and encourage eco-friendly products. Experts have identified the
benefits of GHRM, which are mentioned below:
Helping companies to bring down costs without losing their talent.
Organizations have huge growth opportunities by being green and creating a new friendly
environment, which helps in enormous operational savings by reducing their carbon footprint.
It helps in achieving higher employee job satisfaction and commitment, which leads to higher
productivity and sustainability.
Create a culture of having concern for the wellbeing and health of fellow workers.
Improvement in the retention rate of the employee.
Improved public image. Any time a firm adds a green initiative to its workplace, it can use the
event to generate positive public relations. Organizations can promote environmental contributions
to the media through press releases to earn the attention of potential customers and possible new
sales.
Promote employee morale.
Improvement in attracting better employees. Dolan’s (1997) study of USA MBA students found
that most of the graduates would take a lower salary to work for environmentally responsible
organizations.
Reduction in the environmental impact of the company.
Improved competitiveness and increased overall performance.
Reduction of utility costs significantly. Even small businesses can significantly reduce their utility
costs by using technologies that are energy-efficient and less wasteful.
Rebates and Tax Benefits. Going green is easier with the assistance of governments, local
municipalities, Water supply authority, and electric companies that offer tax incentives and
rebates.
Increased business opportunities. Some government agencies, commercial businesses, and
nonprofit institutions mandate that only businesses that meet specific green standards can bid on
their contracts. Some also mandate that their purchasing departments only buy green products or
use products and services sold by companies that meet certain green standards.
Reduction of environmental damage. Encouraging employees, through training and compensation,
to find ways to reduce the use of environmentally damaging materials.
Today, most educated and affluent consumers look for companies that adopt environmental
standards. Organizations pursuing environment-friendly human resource policies are also
immensely benefitted.
This may help in arriving at greener products and green savings from waste elimination. The
promotion of such values may also indirectly improve consumer satisfaction.
Disadvantages of GHRM
While environmentally friendly living is a positive ideal, there are several possible disadvantages
of going green. Gregory Hamel has made a review of the disadvantages if an organization is going
green.
The major disadvantages are listed below;
Initial costs.
Inadequate savings.
Increased capital outlays.
Uneven competition.
Marginal impact.
Employee apathy and reluctance.
Initial costs
Perhaps the greatest disadvantage of going green is that it often requires a high initial cost.
For example, installing a new roof or new insulation to keep heat from escaping our home would
be considered a green home improvement, but it would cost a large sum of money to get the work
done.
Inadequate savings
The aim of going green in many cases, such as building an energy-efficient home or purchasing a
hybrid^vehicle is to reduce environmental impact while saving money in the long term.
Green buildings and vehicles tend to use less energy, so initial costs can often be recouped over
time through energy savings.
The problem is that the savings generated by going green are often less than expected; they do not
make up for the initial cost quickly enough to make them economically viable.
Increased capital outlays
Some green conversions require an initial cash outlay that decreases the firm’s bottom-line
performance while the investment is paying for itself. This can decrease the earnings or annual
profits of a firm.
Uneven competition
In the business world, going green can be an attractive goal to gain goodwill and consumer support,
but unless green improvements are economically viable, it can put a business at a competitive
disadvantage.For instance, if one company decides to adhere to strict, self-imposed pollution
standards which require the installation of new technology and workers, while another sets loose
standards, the second company will be at an advantage since they will have lower production costs.
Marginal impactWhile going green is focused on reducing harm to the environment, the impact
that any specific individual can have on the environment by going green is often negligible.The
theory is that if everyone were to go green, it would have a significant and noticeable impact, but
not everyone can be convinced to go green, and many believe that doing so has no real impact
outside of the economics. This makes going green a personal choice for many.Employee apathy
and reluctance Many employees feel that it is not their responsibility to protect the environment
while they are at work.But the newly educated workforce is emphasizing on environmental
management consciousness when they choose their employers,
Jabbour and Santos (2008) consider HRM may contribute to environmental management in
companies if they:
recruit and select people committed to the environment;
train and evaluate employees’ performance based on environmental criteria;
implement ways of rewarding individual and collective environmental performance is remunerated
and non-remunerated ways;
stimulate continuous education in environmental management;
treat environmental aspects as values of corporate culture; and
promote interaction between teams to deal with environmental problems and strive for continuous
improvement of environmental management activities.
From a study of three companies, Kitazawa and Sarkis reveal a continuous reduction of pollution
is significantly related to the empowerment and participation of employees who are trained in
activities of environmental management and incentive programs, such as profit-sharing, that will
increase employee participation in companies.
Moreover, team-based approaches, skill improvements, open communications, and management
supports for continuous improvement in operating activities for pollution reduction are also found
important.
Based on research involving employees from two different companies, Perron, Cote, and Duffy
(2006) emphasize on measuring employee performance after being trained on environmental
issues to check employee performance improvement on environment management.
Other researchers have also asserted the importance of environmental training and communication,
organizational learning, and the performance of environmental management programs.
Dutta explains GHRM is directly responsible for creating a green workforce that understands,
appreciates, and practices green policies.
An organization can maintain its green objectives throughout the HRM process of recruiting,
hiring, and training, compensating, developing, and advancing the firm’s human capital.The
implementation of rigorous recruitment and selection of employees, performance-based appraisal
system, training programs aimed at green management initiatives have basic importance to
fostering environmental innovations.
Gaining a reputation as a green employer is an effective way to attract new talent. Phillips finds
8% of UK firms reward green behaviour with various types of awards and/or financial incentives.
Green responsibilities can be used by environmentally responsible employers to attract talent that
fits and contributes to achieving the organization’s environmental goals. Baron and Gomez-Mejia
find the effectiveness of executive pay practices related to greater pollution prevention success in
US firms operating in high- polluting industries. Govindarajulu and Daily find recognition
programs are another popular component of corporate environmental initiatives.
Strategic Aspect of Green HRM
HR plays a vital role in making the environmental responsibility of the organization as a part of
the corporate mission statement. The responsibility of the HR managers is to create awareness
about the Green HRM, the Green movement, and the utilization of natural resources, helping the
corporate to maintain the proper environment and retain natural resources for future generations
among young and working people.
A green job is employment that directly works with strategies, information, materials, and
technologies that contribute to minimizing environmental impact and requires specialized
knowledge, skills, training, or experience in these areas.
According to Zoogah, D. (2010), five major platforms where sustainability principles can be
applied in the transforming an organization to the wholly sustainable enterprise is as follows; “The
Green products/services Portfolio” including waste and pollution management, resource
replacement, sustainable design, and adaptive reuse.
“The Green Workforce” including Human Resource strategies, culture, recruiting and retention,
training, career path development, and diversity.
“The Green Workplace,” including global locations, physical plants, ergonomics, virtual
workplaces, green buildings, environmental discharge, waste and energy, use, and source.
“The Green Function/Process Model,” including sustainability applied to traditional functions,
enterprise-wide green process modeling to incorporate green practices and sustainable-
management.
“Green Management and Governance Principles,” including board and management
accountability, sustainability test, compliance, incentives, ethics, reporting, and assurance.
Green HR polices emphasis on group and individual capabilities to convey green behavior. The
goal or objective of such policies is to create a corporate environmental culture.
The focus of Green HRM concentrates on employee’s environmental behavior in the working
place, which in turn, employees can practice such kind of behavior in their private life.
Green HR Policies
There is no doubt that organizations are the main cause of environmental problems. They should,
therefore, play a large role in addressing environmental management issues. Bebbington (2001)
has identified a wide range of GHRM practices.
Green HR Policies are;
Sourcing and acquisition of human resources.
Green recruitment, and selection.
Orientation.
Learning and development.
Green performance management.
Green compensation and reward management.
Sourcing and acquisition of human resourcesAs higher-level executives have more responsibility
for green initiatives, green targets should be included in the managerial job description. As the
requirement of employees, environmental consciousness can be included in the competency model
of the organization.
Green recruitment and selection:
Company websites can be used to invite applicants to apply for vacant positions. Resumes can be
submitted online to reduce wastage of printed materials. Companies can also use web portals for
onboarding documentation like offer letter, credentials, and testimonials regarding qualifications
and experiences and acceptance letter of selected applicants.
Environment-friendly firms receive better qualified and motivated job applicants. Some applicants
are preferred to sacrifice salary potential to work for environmentally responsible organizations.
Some job description and other information about the company can post on its website, which
helps in the orientation of the new employees. Again several environmental aspects can be
mentioned in the job description. Green issues should be specified in the job description. Such type
of job description includes environmental reporting roles, health and safety tasks, harmful
elements/probable radiations for staff, and then match worker’s attributes according to the
environmental competencies. An organization can set “Green awareness” as a preferential criterion
to select employees. Firms recruit employees who are green aware. Green HRM involves
undertaking environment-friendly HR initiatives resulting in greater efficiency, lower costs and
better employee engagement and retention, which in turn, help organizations to reduce employee
carbon footprints by electronic filing, car sharing, job sharing, teleconferencing, and virtual
interviews.
As stated by DuBois and Dubois (2012), organisational culture is one of the key antecedents of
green HRM, and our study findings provide support for this relationship. Organisational
environmental culture as a strategic orientation of the organisations provides the foundation for
implementing green HRM.

Orientation: The employee induction program should be planned in such a. way-as to enable the
induction of new employees into a culture of green consciousness. Employers should highlight the
concern for green issues of employees like their health, safety, and green working conditions in
the orientation program.
Learning and development:
Learning, training, and development policies can include programs, workshops, and sessions to
facilitate employees for improving and acquiring knowledge in environment management, green
skills, and attitude. For future talented green managers, job rotation in the green assignment should
become an important part of their career development plan. Training contents should be settled to
increase employee competencies and knowledge in green management. Extensive use of online
and web-based training modules and interactive media can be used as a training tool for
environmental management training. Environment-related aspects of safety, energy efficiency,
waste management, and recycling can become the central points of green training.
Training managers should depend more on the online course material and case studies rather than
on printed handouts, thus further reducing the use of paper. The goal of the Performance
management (PM) system in green management is to measure ecological performance standards
through different departments of the organization and achieve useful information on the green
performance of managers. Green performance indicators should be included in the PM system.
Green PM system can be successfully initiated through developing performance indicators for each
risk area in environmental awareness and instruction. It is important to communicate green
schemes to all levels of staff. Managers/ employees can set green targets and responsibilities.
Green compensation and reward management. The compensation package should be adapted to
reward green skills acquisition and achievement by employees. Monetary, nonmonetary, and
recognition based environmental reward systems and monthly managerial bonuses can be provided
based on performance outcomes in environmental balance. Carbon emission standard and
regeneration sources of energy are the key consideration for executive payment as an appreciation
of green efforts. Employees meeting green goals can be rewarded.
Green HRM Practices:
Researchers (Cohen and Taylor, 2010; Ehner, 2009; Behrend, 2009; Philips, 2007) suggest a few
Green HRM practices, which are mentioned below:
Encouraging employees, through training and compensation, is to find ways to reduce the use of
environmentally damaging chemicals in their products.
Assisting employees in identifying ways to recycle products that can be used for playgrounds for
children who don’t have access to healthy places to play.
Designing a company’s HRM system is to reflect equity, development, and wellbeing, thus
contributing to the long-term health and sustainability of both internal (employees) and external
communities.
Emphasizing long-term employment security is to avoid disruption for employees, their families,
and their communities.
Use of job portals of companies for recruitment and custom of telephone, internet, and video
interviews, which can lessen the travel requirements of the candidate and affecting the reduction
in paperwork.
Green rewards to employees can be provided by companies in the arrangement of the nature-
friendly workplace and lifestyle benefits through providing carbon credit equalizers, free bicycles,
and pollution-free vehicles for transportation to the workplace to engage employees in green
agenda.
Talented, skilled, and experienced employees are environmentally conscious now, and they always
look for self-actualization to be committed to their work. Green HR can create this commitment
by following green values and practices.
Green actions can occur with minimum use of paper and printed materials in recruitment, training
and development, and performance appraisal.
A company can create a green business environment by reducing the use of printed materials,
increased ‘recycling, using eco-friendly grocery and lunch bags, and prohibiting the use of bottled
water, plastic in the workplace.
Luminous light bulbs and other energy-saving green devices can be used in the workplace.
Companies can inspire their employees to change their travel and transportation ways through
reducing official car trips, using public transport for business travel, carpooling, providing interest-
free loans to purchase hybrid cars, and cycling or walking to work.
Conduct business meetings and conferences through the internet, telephone, and video
conferencing wherever possible to reduce business travel.
Provide flexible work opportunities to employees in telework or work from home by using emails
and company portals through intranet and internet.
Wellness programs for employees, their family members, and general people can be arranged to
focus on physical fitness, proper nutrition, and a healthy lifestyle. As an important green objective,
environmental management can be included in the mission statement of the company as a part of
their social responsibility. Organizations can arrange cleanliness and waste management initiative
in the workplaces and surrounding society to cause awareness about green issues.
Encourage the employee to turn off lights, computers, and printers after work hours and on
weekends for further energy reductions.
Inspire employees to place computers and printers in energy-saving settings when they will be
away for a while.
Turn off office lights while attending meetings and at night and over the weekend. Turn lights off
in restrooms, conference rooms, libraries, and so forth when the room is not in use.
Work with IT to switch to laptops over desktop computers because Laptops consume up to 90%
less power.
Arrange an air conditioning system with discretion.
Purchase large or refillable containers of creamer, sugar, salt, pepper, and butter instead of
individual containers.
XII. Arrange green-themed games to promote environmentally friendly behavior and staff
togetherness.
Provide green promotion, which includes loan discounts on fuel-efficient cars and energy-saving
home improvements, discounts at local green merchants.
Conclusion
It is evident from the discussion so far made that GHRM promises potential benefits for both
organizations and those employed by them. For the organization, there is some evidence that better
environmental performance is also associated with improved financial performance outcomes; the
so-called ‘Green pays’ argument. The GHRM practices identified in this section may have a role
to play in improving not only the environmental performance but also the financial performance
of the organization. Equally, the GHRM practices analyses here are likely to improve employee
wellbeing in the workplace, not least through improving the working environment and satisfying
the needs of an increasingly environmentally aware workforce.
In sum, we believe that GHRM has the potential to contribute positively to both employee
wellbeing and improved organizational performance. Green HR helps in achieving greater
efficiency and lower costs within a process, reducing and eliminating ecological wastage and
refurbishing HR products, tools, and procedures. Being environmentally conscious, organizations
are starting to integrate green attempts into their regular work environment with society.
Green HR attempts to create better employee involvement in a working environment, which helps
the organization to work in an environmentally sustainable fashion. The employers and specialists
can establish the usefulness of linking employee involvement and participation in environmental
management programs to Improve organizational environment. like with a specific focus on
encouraging green practices and help green management change and develop. Unions and
employees can help employers to adopt Green HRM policies and practices that help safeguard and
enhance worker health and wellbeing. As organizations are the main cause of environmental
problems, they should, therefore, play a large role in addressing environmental management
issues.
So organizational managers should launch eco-initiates to address environmental management.
Green HRM involves undertaking environment-friendly HR initiatives resulting in greater
efficiency, lower costs and better employee engagement and retention, which in turn, help
organizations to reduce employee carbon footprints by electronic filing, car sharing, job sharing,
teleconferencing, and virtual interviews. Green HR consists of two essential
elements: Environmentally-friendly HR practices and the preservation of knowledge capital. It
entails undertaking environment friendly initiatives resulting in greater efficiency, lower costs, and
better employee engagement and retention which in turn help organization to reduce carbon
 Chapter-4

Data analysis and interpretation:

1. Age groups

Options No. of respondents

Below 20 5
 20-30 10

30-40 7

40 above 8

Total 30

Table no 1.1

figure 1.1

24% 25%

21%

30%

below 20 20-30 30-40 40 above

Interpretation:
In the above figure, 25% is below 20, 30% is 20-30, 21% is 30-40, 24% is 40
above. They are many middle aged people. as it is a retail store their will be a tiring work

2.Martial status

Options No. of respondents

Married 17

Non married 13
 Total 30

Table 1.2

figure 1.2

43%

57%

married non married

Interpretation:
Here in this pie chart we will know about martial status. 57% are married , 43% are
un married.

3.Qualification:

Options No of respondents

10th 3
 Intermediate 20

Graduate 7

Total 30

Table 1.3

figure 1.3
10%
23%

67%

10th intermediate graduate

Interpretation:
In this figure we will learn about qualification, here 10% are 10th, 23% are
graduates and 67% are intermediates. To get a job the basic qualification is intermediate
for a sales person.

4.Getting job is:

options No. of respondents

 Easy 12

Tough 18

Total 30

Table no: 1.4

Figure 1.4

40%

60%

easy tough

Interpretation:
Here we will be learning about getting job their, 60% of respondents responded
as its tough, 40% of the respondents responded as its easy. It depends upon the test
personality which they appear.

5.Work hear is tough

options No. of respondents

 Yes 18

No 12

total 30

Table. No: 1.5

figure 1.5

40%

60%

yes no

Interpretation:
Hear in the above pie chart ,60%agree and 40% dosent.
They will be a lot of work in the retail store or company.

6.There is a promotional growth:

Options No. of respondents

Yes 16

No 14

total 30

Table: 1.6

Figure 1.6

47%
53%

yes

Interpretation:
Here in this pie chat,53% of respondents as there is a promotional
growth, and 47% responded as there is no growth

7.Total no. of worker’s in the company:

options No. of respondents

Below 50 30

50 -

50-100 -

Total 30

Table:1.7

Figure 1.7

below 50 50 50-100

Interpretation:
There are only 35 workers in this place.

8. Bonding between authorities:

 options No. of respondents

Bad 7

Good 15

Very good 8

total 30

Table: 1.8

Figure 1.8

bad good very good

Interpretation:
Here in this pie-chart we can see the relation between employee and
authority. 23% responded as bad, 50% responded as good, 27%responded as
very good.

9. we are satisfies with the salary:

options No. of respondents

yes 25

No 5

Total 30

Table: 1.9

Figures 1.9

17%

83%

1st Qtr no

Interpretation:
Here in this pie-chat we can see about salary given on dated or out
dated. 83% said there are on time, and 17% did not receive on time.

10.salary was given on time:

options No. of respondents

 Yes 20

No 10

Total 30

Table: 1.10

Figure 1.10

33%

67%

1st Qtr no

Interpretation:
Here in this pie chart we can see if the employees are getting on time or not.
67% were getting on time, and 33% dint agree on it.

11. There is a problem, and it will get solved:

options No. of respondents

yes 26

No 4

Total 30

Table no:1.11

Figure 1.11

13%

87%

1st Qtr no

Interpretation:
Here in this pie-chat we can see about problem solving done in
company. 87% agreed and 13% dint.

12. HR activities are done:

options No. of respondents

Yes 28

No 2

Total 30

Table.no.1.12

Figure 1.12
7%

93%

1st Qtr no

Interpretation:
Here we can see if the HR activities are done or not. 93% agreed and
7% dint

13. There are activities done for employees awareness:

 options No. of respondents
Yes 25
No 5
Total 30
Table.no:1.13

Figure 1.13

17%

83%

1st Qtr no

Interpretation:
Here in this we can view about activities are done or not. 83%
respondents agreed and 17% dint.

14. HR is responding to complaints kept:

 options No. of respondents
Yes 16
No 14
Total 30
Table 1.14

figure 1.14

47%
53%

1st Qtr no

Interpretation:
Here we can learn about HR reacting to the complains. 53% accept that
HR receive the problems and 47% don’t.

15. HR is available
options No. of respondents
 yes 17
No 13
Total 30
Table.1.15

figure4.15

43%

57%

1st Qtr no

Interpretation:
Here in this pie chat we can take a view about HR availability.
57% agree and 43% don’t.
 Chapter-5

Summary:
My topic is organizational development it is a part of HR .it is about the industrial
development. I did my internship in MAX, landmark group of companies. This store started in
2004 in chitralya. I did my second internship in this company for 30 days, in this 30days the
manager assigned many works to me and I learned many things from this internship according to
my topic sir explained me many things, process, steps, history, profile of the company, rules of the
company etc… in this 30days sir assigned me many works and given more information about the
company. we had an meetings with the shareholders, and we given an feedback to 2-3 members.
After that sir told me check and arrange the last one year project file, I study that files and learned
many things like how to choose a correct project and what things we have to look or check before
selecting a project. In this company less employees are working compare to the other companies
and work load is also more in compare to others their employees don’t get much time to rest. Other
employees also tought me many things like about their interviews and other things. I also took
their survey and get to know about their working life and their opinions on this company, they will
give their own reasons and thoughts, they all are working hard for their company growth. I went
to the workers.
I explained about my topic and I given an questionary papers to them and they filled it.
They always help me when ever I do any mistake they all also clear my doubts and taught me
many things. We had an meetings through the company members . In this 30m days, I learned
many things from them and also skill. These things will definitely gone help me in future .it was
very helpful for the company growth. The employees and workers also help me they are good also.
In this company they all are help me a lot in any situation like how to do the work which was given
by the manager.They always help me when ever I do any mistake they all also clear my doubts
and taught me many things. We had an meetings through the company members . In this 30m days,
I learned many things from them and also skill. This is about my internship which was I learned
in30 days. These things will definitely gone help me in future.

Findings:
• There is a unity among the employees.
• There are many below and20-30 aged people working.
• Some don’t receive salaries on time.
• Work is tiring.
• It is not tough to get a job.
• They get promoted every 2 years.
• Within 1year they get into a training period for promotion.
• They need inter for job qualification.
• For further promotion they needed graduation.
• The more the qualification the higher the chances to get promoted.
Suggestions:
• HR should get more interacted with employees so that they can freely say about their work
pressure.
• HR should make sure that complains received should get a solution.
• There should be a bonding between higher authorities and a common employee.
• Salaries should be received on date.
• Worker’s health and safety is important.
• If we produce some workers welfare, workers will be more loyal.
• HR should conduct more awareness program based on the situations.
• HR should make sure, that staff is aware about every policy.
• HR should be aware of every situation in the organization.
Conclusion:
In conclusion, the practice of GHRM (Gren Human Resources) needs to be integrated
with the overall strategy to ensure effective use of people and provide better returns to the
organization in terms of RIO (Return Of Investment) for every dollar or rupee spent on them.

The practices of recruiting, hiring, deploying and managing an organization

employees. GHRM simply referred for employee development. The process of GHRM planning
in vital in assessing both the current and future personal needs of an organization in terms of quality
as well as quantity. It is a fundamental process that directly links employee and organization.
Bibliography:

Books:
• Managing humans: biting and humorous tales of software engineering Manager.
• Predicting success: evidence- based strategies to hire the right people and build best team
By David Lahey.
• Management: golden nugget method to manage effectively- term, personnel management,
management skills and conflict resolution ross elkins
WWW.BambooHR
WWW.SHRM
WWW.FISTFUIOFTALENTS
WWW.WORKOLOGY
WWW.HRZONE
WWW.TALENTCULTURE
WWW.hr.blr.com
www.Tlnt.com

Annexure:
1.Age groups
• Below 20
• 20-30
• 30-40
• 40 above

2. Martial status
• Married
 • not-married

3.Qualification:
• 10th
• Inter
• Graduation

4. Getting job is:

• Easy
• Tough

5.Work hear is tough

• Yes
• No

6.There is a promotional growth:

• Yes
• No
7.Total no. of woker’s in the company:
• Below 50
• 50
• 50-100
8. Bonding between authorities:
• Good
• Very good
• excellent
9. we are satisfies with the salary:
• Yes
• No

10.salary was given on time:

• Yes
• No

11. There is a problem, and it will get solved:

• Yes
 • No

12. HR activities are done:

• Yes
• No

13. Are there activities done for employees awareness

• Yes
• No

14. HR is responding to complaints kept:

• Yes
• no

15. HR is available
• Yes
• No